Prática de Shadowing: What Makes a Great Leader? - Aprenda a falar inglês com vídeo
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We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,
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is they don't have the kind of leadership they need.
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If you came to the Harvard Business School 100 years ago,
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great leadership was really about setting direction and making sure that people went in that direction.
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How do you come up with strategy?
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When I came almost 40 years ago, we moved a bit from strategy to really vision.
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So people like John Cotter and Warren Bennis helped us understand
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that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
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What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?
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Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
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You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?
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Instead, leading innovation is about getting people to co-create that future with you.
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And co-creation requires a different kind of leadership.
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If you want to lead an organization and build an organization that can innovate at scale with speed,
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really leaders have three functions they have to fulfill.
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The ABCs of leadership.
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A, you must be an architect.
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B, you must be a bridger.
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And C, you must be a catalyst.
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The first role is the role of architect.
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building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
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Innovative work is not about an individual having an aha moment.
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It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
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again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
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The idea here is that everyone in your organization has a slice of genius.
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Everyone has talents.
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Everyone has passions.
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Your role as a leader is to unleash the diverse slices of genius in your organization
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and then leverage and harness them for the collective good.
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How do you get everyone in the organization to understand
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that they need to work on not just what they should be doing, but what they could be doing?
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The second is B or Bridger.
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We have to go outside the organization to get access to talent and tools.
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You need to be able to bridge because you do not have the talent
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and tools you need inside your organization to innovate at speed.
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Or at scale, just don't.
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Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.
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And that means trying to innovate across boundaries.
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So we see many organizations building out new units
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or asking leaders to lead units in
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which they really are serving as the bridge between the outside of the organization and the inside.
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We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
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that they need to partner with other digital first companies to get access to the cloud.
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Because other organizations might be better at it than they are better at it
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and they need to focus on other things that are their core capabilities.
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And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
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And there can be a couple of reasons for why you want to do that.
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One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
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to be able to innovate, because they've got to create something that you need to fulfill your purpose.
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The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.
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It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.
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So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
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An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,
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have more cybersecurity, that helps you as well.
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So that's an instance of being a catalyst.
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But when you're actually doing the act of working across, that is where you're being a bridger.
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So these three roles are very interconnected.
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We've been studying the leader who runs the trials for Pfizer.
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Turns out that Pfizer can only innovate
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and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
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And so we have leaders there who are working across with vendors
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and turning those vendors into partners where in fact we have a real connection.
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We do trust each other.
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We do know how to influence each other.
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We are willing to make mutual commitments because only when we have
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that deep connection are we willing to do the hard work
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together necessary to actually do something like run those trials in 266 days and make the impossible possible.
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Now what you see, again the catalyst role of
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that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
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and think about what are some new standards we want to set
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and talk with the regulators about now that we know what's possible.
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allow us to bring hope to patients even faster
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if we work across the industry to raise all of our capacity to do more innovative work.
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So what we see is organizations have to go outside to get what they need.
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What they're really all about is learning how to exercise influence when you don't have formal authority.
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We've got to let go of formal authority as our source of influence and power.
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Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
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connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
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Don't rely so much on your formal authority as a way of influencing people.
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It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
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but you're not building their commitment.
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And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
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particularly a breakthrough kind of innovation.
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You don't use formal authority as a way to get things done because you cannot tell people to innovate.
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You can only invite them.
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It is a voluntary act.
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Vocabulário e dicas de fala para esta lição
Esta aula de conversação usa o vídeo “What Makes a Great Leader?”. As palavras que mais se repetem: organization, innovate, leader, formal, authority. Este vídeo tem 62 frases e 1176 palavras para praticar shadowing. A fala dura 6:17. O falante fala rápido, cerca de 187 palavras por minuto, então espere sons ligados e reduzidos. 87% das palavras estão entre as 3.000 mais comuns do inglês, por isso o vocabulário é fácil de acompanhar.
Vocabulário principal deste vídeo
15 palavras do vídeo que vale a pena aprender, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| formal adjetivo | /ˈfɔɹməl/ | formal |
| capability substantivo | /ˌkeɪ.pəˈbɪl.ɪ.ti/ | capacidade |
| commitment substantivo | /kəˈmɪtmənt/ | compromisso, promessa |
| innovation substantivo | /ˌɪn.əˈveɪ.ʃən/ | inovação |
| mutual adjetivo | /ˈmjuːt͡ʃuəl/ | mútuo |
| diverse adjetivo | /daɪˈvɜːs/ | diverso |
| catalyst substantivo | /ˈkæt.ɪ.lɪst/ | catalisador |
| genius substantivo | /ˈd͡ʒin.jəs/ | génio, gênio |
| vendor substantivo | /ˈvɛn.dɚ/ | vendedor, vendedora |
| ecosystem substantivo | /ˈikoʊˌsɪstəm/ | ecossistema |
| experiment substantivo | /ɪkˈspɛɹ.ə.mənt/ | experimento, experiência |
| innovative adjetivo | /ˈɪn.əˌveɪtɪv/ | inovador, inovativo |
| architect substantivo | /ˈɑɹ.kɪˌtɛkt/ | arquiteto, arquiteta |
| slice substantivo | /slaɪs/ | fatia |
| ambition substantivo | /æmˈbɪʃ.ən/ | ambição |
Phrasal verbs que você vai ouvir
| Palavra | Significado |
|---|---|
| come up with verbo | pensar (em), alcançar |
| figure out verbo | descobrir, deduzir |
| go back verbo | voltar |
| put together verbo | montar, construir |
| turn out verbo | terminar |
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Present perfect continuous have/has been + -ing — uma ação que começou antes e continua | We've been studying |
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | I've come · has become |
Pronúncia para ficar de olho
O falante usa 21 contrações e formas reduzidas, como you're, don't, we've. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “sh” e “zh”: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- Palavras longas — acerte a sílaba tônica: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: commitment /kəˈmɪtmənt/, catalyst /ˈkæt.ɪ.lɪst/, experiment /ɪkˈspɛɹ.ə.mənt/, architect /ˈɑɹ.kɪˌtɛkt/, collaborate /kəˈlæb.ə.ɹeɪt/
- /l/ final — a língua toca o céu da boca, não vira “u”: formal /ˈfɔɹməl/, mutual /ˈmjuːt͡ʃuəl/, fulfill /fʊlˈfɪl/, agile /ˈæd͡ʒ.aɪl/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Comece na velocidade 0,75×, faça shadowing frase por frase e volte à velocidade normal quando ficar fácil.
- Grave a sua voz e compare com o original, prestando atenção a palavras como formal, capability, commitment.
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.