Практика Shadowing: What Makes a Great Leader? - Изучайте разговорный английский по видео
Выберите режим практики
Каждый режим открывает полноэкранную комнату практики.
86 предложений
Если предложения слишком короткие или длинные, нажмите Edit, чтобы их изменить.
1
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,
2
is they don't have the kind of leadership they need.
3
If you came to the Harvard Business School 100 years ago,
4
great leadership was really about setting direction and making sure that people went in that direction.
5
How do you come up with strategy?
6
When I came almost 40 years ago, we moved a bit from strategy to really vision.
7
So people like John Cotter and Warren Bennis helped us understand
8
that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
9
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?
10
Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
11
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?
12
Instead, leading innovation is about getting people to co-create that future with you.
13
And co-creation requires a different kind of leadership.
14
If you want to lead an organization and build an organization that can innovate at scale with speed,
15
really leaders have three functions they have to fulfill.
16
The ABCs of leadership.
17
A, you must be an architect.
18
B, you must be a bridger.
19
And C, you must be a catalyst.
20
The first role is the role of architect.
21
building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
22
Innovative work is not about an individual having an aha moment.
23
It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
24
again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
25
The idea here is that everyone in your organization has a slice of genius.
26
Everyone has talents.
27
Everyone has passions.
28
Your role as a leader is to unleash the diverse slices of genius in your organization
29
and then leverage and harness them for the collective good.
30
How do you get everyone in the organization to understand
31
that they need to work on not just what they should be doing, but what they could be doing?
32
The second is B or Bridger.
33
We have to go outside the organization to get access to talent and tools.
34
You need to be able to bridge because you do not have the talent
35
and tools you need inside your organization to innovate at speed.
36
Or at scale, just don't.
37
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.
38
And that means trying to innovate across boundaries.
39
So we see many organizations building out new units
40
or asking leaders to lead units in
41
which they really are serving as the bridge between the outside of the organization and the inside.
42
We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
43
that they need to partner with other digital first companies to get access to the cloud.
44
Because other organizations might be better at it than they are better at it
45
and they need to focus on other things that are their core capabilities.
46
And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
47
And there can be a couple of reasons for why you want to do that.
48
One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
49
to be able to innovate, because they've got to create something that you need to fulfill your purpose.
50
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.
51
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.
52
So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
53
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,
54
have more cybersecurity, that helps you as well.
55
So that's an instance of being a catalyst.
56
But when you're actually doing the act of working across, that is where you're being a bridger.
57
So these three roles are very interconnected.
58
We've been studying the leader who runs the trials for Pfizer.
59
Turns out that Pfizer can only innovate
60
and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
61
And so we have leaders there who are working across with vendors
62
and turning those vendors into partners where in fact we have a real connection.
63
We do trust each other.
64
We do know how to influence each other.
65
We are willing to make mutual commitments because only when we have
66
that deep connection are we willing to do the hard work
67
together necessary to actually do something like run those trials in 266 days and make the impossible possible.
68
Now what you see, again the catalyst role of
69
that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
70
and think about what are some new standards we want to set
71
and talk with the regulators about now that we know what's possible.
72
allow us to bring hope to patients even faster
73
if we work across the industry to raise all of our capacity to do more innovative work.
74
So what we see is organizations have to go outside to get what they need.
75
What they're really all about is learning how to exercise influence when you don't have formal authority.
76
We've got to let go of formal authority as our source of influence and power.
77
Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
78
connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
79
Don't rely so much on your formal authority as a way of influencing people.
80
It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
81
but you're not building their commitment.
82
And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
83
particularly a breakthrough kind of innovation.
84
You don't use formal authority as a way to get things done because you cannot tell people to innovate.
85
You can only invite them.
86
It is a voluntary act.
Скачать приложение
Всё для свободной речи
ИИ-оценка произношенияОценка каждой фразы
Практика IPAОсвойте каждый звук
СловарьСоберите свой словарный запас
Игра со словамиУчитесь играя
Тот же канал
B21
How to Find a Mentor Who Can Accelerate Your Career | Christine vs. Work
Business EnglishInterview EnglishUniversity Students
C12
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C17
Turn Anxiety into Action
Business EnglishWorking Adults
C13
How AI Is Changing Strategy—and 4 Skills Leaders Need Next
Daily ConversationUniversity StudentsWorking Adults
C14
A Plan Is Not a Strategy
Business EnglishUniversity StudentsWorking Adults
B2Stand Out in a Job Interview | The Harvard Business Review Guide
Business EnglishInterview EnglishUniversity Students
C15
How to Be Creative on Demand
Business EnglishUniversity StudentsWorking Adults
C15
Commander's Intent Enables Great Leadership
Business EnglishWorking Adults
B22
How to Get Good at Small Talk, and Even Enjoy It
Business EnglishDaily ConversationUniversity Students
C14
Can Work Make You Happy? Should It?
Business EnglishUniversity StudentsWorking Adults
C13
Use Strategic Thinking to Create the Life You Want
Business EnglishUniversity StudentsWorking Adults
C16
A Smarter Way to Delegate: What to Keep vs. What to Hand Off
Business EnglishWorking Adults
C11
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
C13
Identity Crisis: Why Defining Yourself by Your Career Is a Problem
Business EnglishUniversity StudentsWorking Adults
C13
If Your Team Never Fails, It Isn’t Learning
Business EnglishUniversity StudentsWorking Adults
C132
You Need to Be Bored. Here's Why.
Business EnglishUniversity StudentsWorking Adults
C13
The Five Competitive Forces That Shape Strategy
Business EnglishUniversity StudentsWorking Adults
FOR YOU
Рекомендуемое видео
C13
260 предложений
【TED】優れたリーダーはどうやって行動を促すか/サイモン・シネック （日本語字幕）
Business EnglishDaily ConversationUniversity Students
C17
20 предложений
Alexandr Wang on what matters in an age of abundant intelligence
Daily ConversationUniversity StudentsWorking Adults
C15
90 предложений
If you’re an aspiring product designer, watch this (roadmap included)
Daily ConversationUniversity StudentsWorking Adults
C11
346 предложений
Trust the Process: How to Design Teams That Actually Work
Daily ConversationUniversity StudentsWorking Adults
C1124 предложений
What Makes People Successful? | Angela Duckworth
Daily ConversationUniversity StudentsWorking Adults
C113
20 предложений
Characteristics of a Data and Analytics Leader
Business EnglishUniversity StudentsWorking Adults
B222
40 предложений
Zuckerberg tells Harvard grads: Don't be afraid to make mistakes
Business EnglishDaily ConversationUniversity Students
B25
42 предложений
Derek Sivers' TED Talk 'How to Start a Movement'
Daily ConversationUniversity StudentsWorking Adults
B2411
15 предложений
The Definition of Leadership: It's a Skill, Not a Title | Simon Sinek
Daily ConversationWorking Adults
B28
96 предложений
This Is How Geniuses Train Their Mind — IQ Is Not Fixed
Business EnglishDaily ConversationUniversity Students
Лексика и советы по произношению к этому уроку
Этот урок разговорной практики построен на видео «What Makes a Great Leader?». Чаще всего повторяются слова: organization, innovate, leader, formal, authority. В этом видео 62 предложений и 1176 слов для шедоуинга. Речь длится 6:17. Говорящий говорит быстро, около 187 слов в минуту, поэтому звуки часто сливаются и сокращаются. 87% слов входят в 3000 самых частых слов английского языка, поэтому лексика простая.
Ключевая лексика этого видео
15 слов из видео, которые стоит выучить, с произношением и значением:
| Слово | Произношение | Значение |
|---|---|---|
| formal прилагательное | /ˈfɔɹməl/ | форма́льный |
| capability существительное | /ˌkeɪ.pəˈbɪl.ɪ.ti/ | спосо́бность |
| commitment существительное | /kəˈmɪtmənt/ | обяза́тельство, обеща́ние |
| innovation существительное | /ˌɪn.əˈveɪ.ʃən/ | нова́торство, иннова́ция |
| mutual прилагательное | /ˈmjuːt͡ʃuəl/ | взаи́мный |
| diverse прилагательное | /daɪˈvɜːs/ | разнообра́зный, ра́зный |
| catalyst существительное | /ˈkæt.ɪ.lɪst/ | катализа́тор |
| genius существительное | /ˈd͡ʒin.jəs/ | ге́ний |
| vendor существительное | /ˈvɛn.dɚ/ | продаве́ц, продавщи́ца |
| ecosystem существительное | /ˈikoʊˌsɪstəm/ | экосисте́ма |
| experiment существительное | /ɪkˈspɛɹ.ə.mənt/ | экспериме́нт, о́пыт |
| collective прилагательное | /kəˈlɛktɪv/ | сбо́рный |
| innovative прилагательное | /ˈɪn.əˌveɪtɪv/ | инновацио́нный |
| architect существительное | /ˈɑɹ.kɪˌtɛkt/ | архите́ктор, архите́кторша |
| slice существительное | /slaɪs/ | ломо́ть, ло́мтик |
Фразовые глаголы, которые вы услышите
| Слово | Значение |
|---|---|
| come up with глагол | придумывать, приходить в голову |
| figure out глагол | разбира́ться, разобра́ться |
| go back глагол | возвраща́ться, возврати́ться |
| put together глагол | собрать, составить |
| turn out глагол | ока́зываться, оказа́ться |
Грамматика в этом видео
Конструкции, которые говорящий использует чаще всего, с точными словами из видео:
| Конструкция | В видео |
|---|---|
| Present Perfect Continuous have/has been + -ing — действие началось раньше и продолжается | We've been studying |
| Present Perfect have/has + причастие прошедшего времени — прошлое действие, важное сейчас | I've come · has become |
Произношение, на которое стоит обратить внимание
Говорящий использует 21 сокращённых и редуцированных форм, например you're, don't, we've. Произносите их коротко, так, как слышите.
- Звуки «sh» и «zh»: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- Длинные слова — следите за ударением: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
Звуки, трудные для русскоязычных:
- Звонкие согласные в конце слова — не оглушайте их: collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/, cloud /ˈklaʊ̯d/, lab /læːb/, expertise /ˌɛkspɜːˈtiːz/
Как заниматься с этим видео
- Прослушайте всё видео один раз молча и выпишите незнакомые слова.
- Начните со скорости 0,75×, повторяйте предложение за предложением и вернитесь к обычной скорости, когда станет легко.
- Запишите себя и сравните с оригиналом, обращая внимание на такие слова, как formal, capability, commitment.
Что такое техника Shadowing?
Shadowing — это научно обоснованная техника изучения языка, изначально разработанная для подготовки профессиональных переводчиков и популяризированная полиглотом доктором Александром Аргуэльесом. Метод прост, но эффективен: вы слушаете аудио на английском от носителей языка и немедленно повторяете вслух — как тень, следующая за говорящим с задержкой в 1–2 секунды. В отличие от пассивного прослушивания или грамматических упражнений, Shadowing заставляет мозг и мышцы рта одновременно обрабатывать и воспроизводить реальные речевые паттерны. Исследования показывают, что это значительно улучшает точность произношения, интонацию, ритм, связную речь, понимание на слух и беглость речи — что делает его одним из самых эффективных методов для подготовки к IELTS Speaking и реального общения на английском.