Prática de Shadowing: Why Middle Management is the Hardest Job | Simon Sinek - Aprenda a falar inglês com vídeo
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Middle management is the hardest job in any organization.
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Because when you're junior, your only job is really to do your job.
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That's it.
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And you get trained how to do your job.
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I mean, you all have to be licensed and go to school
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and learn how to do the job of being an accountant.
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And if you're really good at it, you eventually get promoted.
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And you eventually get promoted to a position where you're now responsible for the people who do the job
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you used to do but the problem is they don't give us any training how to do that.
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And senior people are thinking about entirely different things.
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They're thinking about the firm, thinking about strategy.
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And the problem is
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that you have this middle group that's in this sort of weird mix where they have to be strategic
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but not majority strategic.
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And they have to be tactical but they're not majority tactical.
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And they have to translate what's going up here to down there and down here to up here.
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And most things break in the middle because I'll meet firms where the leadership's amazing, and they're visionary, and they care about people,
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and they want to do the right thing, and then I go down to the front line, and they're like, yeah, this place is the worst.
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And so I'm like, what happened between here and there?
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And it's the middle.
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Most things break in the middle.
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And so I think there are two factors.
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One is we don't train people how to lead, right?
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So as I said before, when we're junior, we have to know what to do we just do our jobs,
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we have to be good at it, and as we become leaders in this middle management, we're now transitioning to this job,
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we're now responsible for the people who do the job we used to do, but nobody is teaching us listening, nobody is teaching us communication skills,
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nobody is teaching us effective confrontation, nobody is teaching us how to give and receive feedback, nobody is actually teaching us leadership.
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So this is why we get managers and not leaders,
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and you would never ask somebody to do anything in accounting without showing them how to do it, ever.
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bad idea, right?
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So why on earth do we think
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that we can just promote someone to a leadership position
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and expect that they know what to do without showing them how to do it?
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So that's problem number one, is the total vacuum in some cases,
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or just really minimal amounts of leadership training.
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And it needs to be robust.
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The other problem that I come across very often is I get some really wonderful self -taught leaders in middle management.
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They're reading books.
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They're going to conferences themselves.
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They're watching TED Talks.
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I mean, they're students of leadership.
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They have mentors.
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I mean, they're really making a go of it.
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And they complain that the senior management, all they care about is the quarterly earnings.
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And so the problem we have there is they're trying so hard to do the right thing, but management really doesn't care.
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So that's the opposite, right?
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And in those cases, I generally recommend that the right thing to do, I mean, quitting is always an option,
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but that's not necessarily the best option or the first option.
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But I always recommend to be the leader you wish you had, which is, I get the question, it is one of the,
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if not the most common question I get, which is, what do I do when I'm trying to do the right thing
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and my boss or my boss's boss or my boss's boss's boss just don't get it, you know?
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All they care about is money before people.
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And the answer is you can't control what you can't control,
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so worry about the people around you worry about the people to the sides of you, a level below you, even a level above you,
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and you be the leader you wish you had.
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And what you start to find in those pockets is these magical little diamonds in the rough appear.
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We worked with a large technology company, and we worked with a group where that's exactly what we did.
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We developed this whole leadership thing just for this little group in the middle.
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And yes, they started to do better, and their numbers went better, and the group expanded, and blah,
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blah, blah, all the things you'd expect to happen.
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But one thing we didn't expect is that the phone started ringing off the hook from other people in the firm asking,
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can I get a job in your group?
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Because when the people who worked in this group would go out for lunch with their friends who worked in other groups,
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you know, how's work today?
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Amazing.
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Different stories, right?
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Different stories.
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And all of a sudden, word spread across this 80 ,000 -person company.
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And this was only a group of 150 people.
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Word spread across this 80 ,000 -person company
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that everybody was trying to get into this group just because they wanted to work in it, because you had good leadership.
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Vocabulário e dicas de fala para esta lição
Esta aula de conversação usa o vídeo “Why Middle Management is the Hardest Job”. As palavras que mais se repetem: middle, leadership, teaching, nobody, leader. Este vídeo tem 71 frases e 872 palavras para praticar shadowing. A fala dura 4:21. O falante fala rápido, cerca de 201 palavras por minuto, então espere sons ligados e reduzidos. 92% 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 |
|---|---|---|
| strategic adjetivo | /stɹəˈti.dʒɪk/ | estratégico |
| tactical adjetivo | /ˈtæktɪk(ə)l/ | tático |
| necessarily advérbio | /ˌnɛs.əˈsɛɹ.ə.li/ | necessariamente |
| pocket substantivo | /ˈpɑ.kɪt/ | bolso, algibeira |
| transition substantivo | /tɹænˈzɪʃ.ən/ | transição |
| diamond substantivo | /ˈdaɪ.ə.mənd/ | diamante |
| skill substantivo | /skɪl/ | habilidade, talento |
| sudden adjetivo | /ˈsʌd.ən/ | repentino, súbito |
| hook substantivo | /hʊk/ | gancho |
| feedback substantivo | /ˈfiːdˌbæk/ | comentário, avaliação |
| earnings substantivo | renda | |
| complain verbo | /kəmˈpleɪn/ | reclamar, queixar-se |
| magical adjetivo | /ˈmæd͡ʒ.ɪ.kəl/ | mágico |
| minimal adjetivo | /ˈmɪn.ə.məl/ | mínimo, mínima |
| vacuum substantivo | /ˈvæ.kjuːm/ | vácuo |
Phrasal verbs que você vai ouvir
| Palavra | Significado |
|---|---|
| go up verbo | subir |
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| “Used to” used to + verbo — um hábito ou estado do passado que não é mais verdade | used to do |
| Orações relativas who / which + oração — informação extra sobre uma pessoa ou coisa | people who do · had, which is · get, which is |
Pronúncia para ficar de olho
O falante usa 27 contrações e formas reduzidas, como they're, don't, we're. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “sh” e “zh”: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
- Palavras longas — acerte a sílaba tônica: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: strategic /stɹəˈti.dʒɪk/, pocket /ˈpɑ.kɪt/, diamond /ˈdaɪ.ə.mənd/, hook /hʊk/, expand /ɪkˈspænd/
- /l/ final — a língua toca o céu da boca, não vira “u”: tactical /ˈtæktɪk(ə)l/, skill /skɪl/, magical /ˈmæd͡ʒ.ɪ.kəl/, minimal /ˈmɪn.ə.məl/
- s + consoante no início — sem um “i” antes: strategic /stɹəˈti.dʒɪk/, skill /skɪl/
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 strategic, tactical, necessarily.
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.