Prática de Shadowing: How To Manage Your Time Like a CEO - Aprenda a falar inglês com vídeo
Escolha um modo de prática
Cada modo abre uma sala de prática em tela cheia.
192 frases
Se as frases estiverem muito curtas ou longas, clique em Edit para ajustá-las.
1
If you want to manage your time like the top 1%,
2
you need to stop following the same old productivity advice and start using a system that rewires your brain.
3
As a CEO, board member, and investor at some of the fastest growing companies, my life was a firefight for years.
4
Every second mattered.
5
I had to make time for what drives results, cut distractions, and stay in control when things got chaotic.
6
Today, I'll share a simple system I used.
7
Borrow what works for you so you can make time for what matters to you.
8
But before you apply this system, there's one question that can help you cut through the avalanche of online advice.
9
Everyone has the same 160 hours per week, right?
10
Why do the top performers get dramatically more done without burning out?
11
Jack Dorsey can run
12
Twitter and Square simultaneously.
13
In the same week you and I have, Elon Musk runs more than two companies.
14
Same number of hours.
15
These CEOs don't manage time.
16
They manage their attention.
17
If you just focus on the tactics of managing time, like batching and prioritizing and time blocking, that's great.
18
But you will still miss the big picture.
19
It's about applying what I call the 3 -2 -1 system.
20
Here's how to do it.
21
The first part of the system is the three roles.
22
Most people fail at productivity because they're playing the wrong game for their level.
23
Taylor Swift is a perfect example.
24
In the early days, she wrote songs and she recorded songs.
25
Today, she has to write, produce, record, perform, make music videos, run business operations, do philanthropy,
26
manage brand partnerships, all of it while managing a global tour schedule.
27
The time management system that worked for her early on would kill her productivity completely today
28
because her game has changed and her role has changed.
29
How she manages her time has to be completely reinvented.
30
Marshall Goldsmith says the right thing.
31
What got you here won't get you there.
32
Habits that tend to work in simple phases of life actively harm you
33
when you graduate to a role that demands complex responsibilities.
34
That's what CEOs learn the hard way.
35
If you want to manage your time like the 1 % elites, you have to understand the role you're playing right now.
36
And there are three roles.
37
Maker, marker, multiplier.
38
First, maker.
39
This is relevant when you're juggling handful of priorities or if you're an individual contributor.
40
Your role mostly requires that you do everything yourself.
41
Stay in late, stay in your lane, heads down, deep work, details, diligence.
42
You have clear deliverables, clear timelines.
43
Your time management has to build with that role in mind.
44
Now, there are tons of folks I know around the world who love staying in
45
that role throughout their entire career in tech, in finance, in pharma, research, several other verticals.
46
And it's a totally acceptable path for time management and career management if that's what lights you up.
47
But then some of you will want to graduate from maker to marker role.
48
Now you have to manage 10 to 20 priorities in life all at once.
49
You start managing a team.
50
Maybe you have a life partner or a family.
51
So in this phase, you can't touch every single thing on your own every single time.
52
And you shouldn't.
53
Think of it this way.
54
You are transitioning from the maker to the marker mode.
55
Everybody else in your team will produce research, code, business plans, whatever they're working on.
56
But you are the marker.
57
You're the editor.
58
You give feedback.
59
You give comments to refine their work.
60
You don't take their work and start rewriting.
61
You build processes that automate everything.
62
You're doing and you're also delegating.
63
That's the mix.
64
The challenge in this phase is to understand what you can delegate and where you have to invest your own time.
65
Anything that's mission critical to your project or your company or your brand, that's where you need to be totally hands -on.
66
And from there, you graduate to the third role, the multiplier role.
67
That's when you have 30, 40, 50 responsibilities.
68
You're managing a very large team.
69
In this phase, you have to become what
70
Eric Schmidt calls the most expensive router
71
because your job is not to create your job is not to review what other people create.
72
Your job is to recruit, orchestrate, and align your team.
73
You focus on connecting people.
74
You make strategic bets.
75
You route requests from one corner to the other corner of your team.
76
You have to stop obsessing over every little detail and focus on the big picture.
77
Taylor Swift, again, is a great example.
78
Her early career was about being a maker.
79
Today, she's a maker in music, but she's a multiplier across the rest of her life.
80
The core insight here is that if you don't know what role you're playing, you'll manage your time the wrong way.
81
Delegating when you're a maker and micromanaging when you're a multiplier are both recipes for failure.
82
You, of course, have to come up with tricks and techniques to manage your time better, but only after you know what role you're in.
83
Otherwise, your calendar will fill fast with the wrong things and you won't get anything done.
84
Or, more alarmingly, no one around you will get anything done either.
85
But the way you manage your attention is not just about the role you play.
86
It's also about which zone you're in.
87
The second part of the system is about two zones.
88
Airbnb's founder almost killed the company by following textbook time management advice.
89
So from 2016 to 2020, Airbnb's founder, Brian Chesky, did what every business school,
90
every business book, and every VC will tell you to do hire great people and get out of their way.
91
Let them do their magic.
92
Nothing wrong with that advice because when he was doing that, the business was growing.
93
Brian was enjoying the multiplier role.
94
But around year 2020, Airbnb's growth started slowing down.
95
Costs started exploding.
96
COVID had changed the dynamics of every business, including Airbnb.
97
Chesky had to make a difficult decision step in, get his hands back on the wheel, and steer the ship through the icebergs.
98
He removed layers of leadership to make the company lean and flat.
99
He got deeply involved in product, in every critical decision, every important detail.
100
And the result?
101
The company delivered over 500 product improvements in just three years.
102
Airbnb went back to being a profitable company.
103
That's how the zones affect your time management and your priorities.
104
There are two zones, wartime and peacetime.
105
When Airbnb was collapsing, that was wartime.
106
That's when you have to roll up your sleeves and get in there.
107
Once the company stabilizes, step back again, become a multiplier.
108
The key insight is that your zone dictates your role.
109
War time zone can force you to move from a multiplier to a marker or from a marker to a maker.
110
Your system has to be this dynamic.
111
You've got to know which zone you're in and act accordingly.
112
When you're building a startup or when you're in a tough market or swimming in the red ocean with sharks, it's war time.
113
And when you're in war time, all bets are off.
114
But even if you master your role and your zone.
115
There is one final piece that separates the top 1 % from everyone else.
116
The third and final piece of the system is the one non -negotiable.
117
I've seen many CEOs struggle with this until one brutal question changes everything.
118
When I served as the CEO of our AI company a few years ago, I had a great team,
119
the timing was great, and we had a great product.
120
So we were one of the top 20 fastest growing tech companies in the US, according to Deloitte Fast 500.
121
And we were absolutely in war time zone.
122
Every day was just plain chaos.
123
And every night I would stay up wondering if we can hire the right people fast enough,
124
whether our customers were delighted to have us as their partners.
125
And then I started realizing that I was becoming a bottleneck in every decision.
126
I had to ask myself that one question.
127
What is the one thing that only I can do?
128
That one thing I should focus on while I delegate everything else.
129
And I thought about it and I realized that we were growing because of our mission.
130
If I could focus on building relationships with our people and with our customers,
131
then I could articulate our mission even more clearly.
132
I focused on that one thing, relationships.
133
On recruiting, on culture, on internal communication,
134
on customer partnership, every touch point that helped me build the relationships.
135
The rest of it, I delegated.
136
I still had daily stand -ups with our C -level team.
137
We had our weekly leadership meeting, product meetings.
138
tech meetings, finance meetings.
139
That's the operating rhythm of the company and you need that to build the execution muscle.
140
But for me personally, my proactive focus was on that one thing that I couldn't delegate,
141
which was building mission -driven relationships.
142
Now, I'm not sharing this to show off or anything, but to showcase how you can put your CEO hat on.
143
Your three -two -one system is about three roles, two zones, one non -negotiable.
144
You have identified your one non -negotiable, but how do you actually delegate everything else without it all falling apart?
145
The best leaders don't manage time, they manage trust.
146
Steve Jobs and Johnny Ive are the gold standard when it comes to this.
147
Johnny Ive was the chief design leader at Apple and he designed iPod and iPhone, iPad, Apple Watch.
148
These were complex tasks, right?
149
The designs had to be tasteful, but they had to keep in mind the cost.
150
Cost of manufacturing, cost of supply chain, all of that.
151
So Steve Jobs and Johnny would meet every day for lunch, and then they could go for a walk,
152
and they would talk about business, design, aesthetics, art.
153
Steve would ask deep questions.
154
He would review everything.
155
Every detail mattered to him.
156
But here's the thing.
157
Johnny never felt micromanaged.
158
Why?
159
Because Steve Jobs was there as a partner, not as a boss.
160
He was in the details to learn everything, not to control everything.
161
And that's what most people miss when they move from doing to delegating.
162
Because leading is not about time management, it's about trust management.
163
You review things, but to coach.
164
You connect, but to provide context.
165
You step in, but to unblock others.
166
So your time management, outside of your own deep work, is spent on developing and managing trust.
167
And how do you find the right rhythm for delegation?
168
It depends on three things.
169
If your teammate is new to the task, work alongside them.
170
Build trust by giving comfort.
171
If they have some experience, guide them closely, review steps, but build trust by giving clarity.
172
And if they're experts, step into unblock.
173
Build trust by giving context.
174
That's what Steve Jobs was doing with Johnny Ive.
175
If new hires get too much freedom, they will fail.
176
And if experienced people get micromanaged, they will quit.
177
You lose both ways.
178
So that's trust management.
179
Trust speeds up everything.
180
And remember, you don't need to be a CEO or a founder to apply any of these ideas, right?
181
You can still apply to your calendar with your teammate, to your roommate, your partner, your spouse, your kids, whoever.
182
So here's what I would invite you to do this week.
183
Pick any of the following.
184
Define your role, name your zone, write your one non -negotiable, or delegate one repeatable task.
185
And remember Remember the eternal principle.
186
You cannot control time.
187
You can only steward the time you have.
188
In the end, good time management helps you make time for what matters to you personally, things that bring you joy and happiness,
189
because your time is finite.
190
If you liked this video, I hope you find time for another one here that I think you will enjoy.
191
See you next week.
192
Thank you and I love you.
Baixar aplicativo
Tudo o que você precisa para falar fluentemente
Pronúncia com IANota em cada frase
Prática de IPADomine cada som
VocabulárioMonte seu banco de palavras
Jogo de vocabulárioAprenda brincando
Mesmo canal
B2128
How To Learn Faster Than 99% of People
Daily ConversationWorking Adults
C17
7 Skills That Will Be Worth Twice As Much By 2030
Daily ConversationWorking Adults
C12
How To Use Claude Better Than 99% Of People
Daily ConversationWorking Adults
B23
How To Become Dangerously Self-Educated (with AI)
Business EnglishUniversity StudentsWorking Adults
C12
Everything I Learned Sitting in Billion-Dollar Boardrooms
Business EnglishWorking Adults
B26
High-Value Hobbies Everyone Should Master, Start Today
Business EnglishUniversity StudentsWorking Adults
C15
Give Me 18 Minutes and I’ll Make you Dangerously Smart (with AI)
Business EnglishUniversity StudentsWorking Adults
B22
How To Think SO Clearly People Assume You're Brilliant
Daily ConversationWorking Adults
C11
The ONE Skill Every High Performer Needs To Master
University StudentsWorking Adults
C111
How To Learn So Fast It’s Almost Unfair
University StudentsWorking Adults
B25
How To Speak Like A Billion-Dollar CEO
Business EnglishWorking Adults
C112
The Only 7 Books You Need to Educate Yourself Like the Top 1%
University StudentsWorking Adults
C15
You’re Not Behind (Yet): Learn AI Agents in 13 Minutes
Working Adults
B21
Once You Get Money, Upgrade These 8 Things Immediately
Daily ConversationWorking Adults
C18
The Notebook System That Saved My Brain
University StudentsWorking Adults
C11
I Learned A System For Remembering Everything
University StudentsWorking Adults
B21
If You Only Read One Book This Year, Make It This
Business EnglishUniversity StudentsWorking Adults
C12
Watch This for 13 Minutes and You'll Outperform 99% of People
Daily ConversationWorking Adults
B24
This Video Will Find You When You Need It The Most
Business EnglishDaily ConversationUniversity Students
B27
9 Boring Habits That Will Put You Ahead of 99% of People
Business EnglishDaily ConversationUniversity Students
FOR YOU
Vídeo recomendado
B266 frases
为什么99%时间管理都失效？关键是抓住每日巅峰4小时｜全英Talk｜Why 99% of Time Management Fails? Use the 4-Hour Peak Rule Instead
Daily ConversationWorking Adults
C11
36 frases
The Most Powerful Leadership Question | Simon Sinek
Daily ConversationUniversity StudentsWorking Adults
B21
323 frases
Once You Get Money, Buy These 10 Things Immediately
Daily ConversationWorking Adults
C11
74 frases
The lost art of accomplishment without burnout | Cal Newport for Big Think +
Daily ConversationUniversity StudentsWorking Adults
C14
160 frases
If You Feel Stuck In Survival Mode, Watch This
Daily ConversationWorking Adults
B21
475 frases
Andrew Tate | How To Win ~ 20 Minutes Motivation
Daily ConversationWorking Adults
B291 frases
How To Set Systems Instead Of Goals (a system that will change your life)
Daily ConversationWorking Adults
C11
92 frases
Focusing Deeply on One Thing | Robert Greene
Daily ConversationWorking Adults
C16
164 frases
How Billionaires Wake Up Early | The Morning Routine of Geniuses
Daily ConversationWorking Adults
B21
206 frases
8 Things I Did to Stop Wasting My Evenings After Work
Daily ConversationWorking Adults
B22
378 frases
How I Manage My Time - The Trident Calendar System
Daily ConversationWorking Adults
Vocabulário e dicas de fala para esta lição
Esta aula de conversação usa o vídeo “How To Manage Your Time Like a CEO”. As palavras que mais se repetem: role, manage, zone, management, maker. Este vídeo tem 192 frases e 2031 palavras para praticar shadowing. A fala dura 13:42. O falante mantém um ritmo estável de cerca de 148 palavras por minuto, confortável para o shadowing. 85% das palavras estão entre as 3.000 mais comuns do inglês; vale a pena estudar o restante antes de começar.
Vocabulário principal deste vídeo
15 palavras do vídeo que vale a pena aprender, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| delegate substantivo | /ˈdɛlɪɡət/ | delegado, delegada |
| maker substantivo | /ˈmeɪk.ɚ/ | fazedor |
| marker substantivo | /ˈmɑː(ɹ)kə(ɹ)/ | marcador |
| founder substantivo | /ˈfaʊ̯n.dəː/ | fundador |
| priority substantivo | /pɹaɪˈɒɹɪti/ | prioridade, prioridades |
| hire verbo | /ˈhaɪɹ/ | contratar, alugar |
| productivity substantivo | /ˌpɹɒdʌkˈtɪvəti/ | produtividade |
| partnership substantivo | /ˈpɑɹtnɚʃɪp/ | parceria |
| connect verbo | /kəˈnɛkt/ | conectar |
| calendar substantivo | /ˈkæl.ən.də/ | calendário |
| insight substantivo | /ˈɪnsaɪ̯t/ | introspecção |
| rhythm substantivo | /ˈɹɪð.əm/ | ritmo |
| recruit verbo | /ɹɪˈkɹut/ | recrutar |
| wartime substantivo | /ˈwɔː(ɹ)taɪm/ | tempo de guerra |
| trick substantivo | /ˈtɹɪk/ | artimanha, truque |
Phrasal verbs que você vai ouvir
| Palavra | Significado |
|---|---|
| burn out verbo | apagar-se |
| come up with verbo | pensar (em), alcançar |
| fall apart verbo | cair aos pedaços |
| roll up verbo | enrolar |
| show off verbo | mostrar-se, jactar-se |
| slow down verbo | desacelerar |
Frases que vale a pena repetir
Frases curtas e completas do vídeo que você pode usar na conversa do dia a dia:
- Today, I'll share a simple system I used.
- What got you here won't get you there.
- You don't take their work and start rewriting.
- You're doing and you're also delegating.
- You're managing a very large team.
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Frases condicionais if + oração, will/would + verbo — uma condição e seu resultado | if experienced people get micromanaged, they will quit |
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | has changed · I've seen · have identified |
Pronúncia para ficar de olho
O falante usa 34 contrações e formas reduzidas, como you're, don't, they're. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “th”: rhythm /ˈɹɪð.əm/, aesthetics /ɛsˈθɛt.ɪks/, philanthropy /fɪˈlæn.θɹə.pi/
- Os sons de “sh” e “zh”: partnership /ˈpɑɹtnɚʃɪp/, transition /tɹænˈzɪʃ.ən/, execution /ˌɛk.sɪˈkjuː.ʃən/, delegation /dɛlɪˈɡeɪʃən/, showcase /ˈʃoʊˌkeɪs/
- Palavras longas — acerte a sílaba tônica: priority /pɹaɪˈɒɹɪti/, productivity /ˌpɹɒdʌkˈtɪvəti/, execution /ˌɛk.sɪˈkjuː.ʃən/, acceptable /əkˈsɛp.tə.bəl/, simultaneously /ˌsaɪmlˈteɪnɪəsli/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: delegate /ˈdɛlɪɡət/, partnership /ˈpɑɹtnɚʃɪp/, connect /kəˈnɛkt/, insight /ˈɪnsaɪ̯t/, recruit /ɹɪˈkɹut/
- /l/ final — a língua toca o céu da boca, não vira “u”: muscle /ˈmʌs.əl/, principle /ˈpɹɪn.sɪ.pəl/, acceptable /əkˈsɛp.tə.bəl/, handful /ˈhæn(d)fʊl/, brutal /ˈbɹuːtəl/
- /h/ — um sopro suave, diferente do “r”: hire /ˈhaɪɹ/, harm /hɑːm/, happiness /ˈhæpinɪs/, whoever /huˈɛvɚ/, habit /ˈhæb.ɪt/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Faça shadowing frase por frase na velocidade normal, repetindo cada uma até o seu ritmo ficar igual ao do falante.
- Grave a sua voz e compare com o original, prestando atenção a palavras como delegate, maker, marker.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.