Практика Shadowing: Why having a vision isn’t enough to be an effective leader | Suzy Welch for Big Think+ - Изучайте разговорный английский по видео

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If you're a manager or a leader
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and all you do is dream big dreams and think and talk about the future in lofty, visionary terms and you don't actually get anything done,
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everyone is going to hate you.
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And meanwhile, if you're a person who's in the trenches and all you do is sort of the logistical, tactical, this is what we do tomorrow,
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grunty stuff, and you never go up to the mountaintop and say, here's our vision, everybody is going to hate you.
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When I teach managerial skills, I refuse to use the word manager or leader, and I've created this very unattractive word, lanager, which of course is a blend of those two words,
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because it's only academics who debate what leaders do versus what managers do.
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And I actually believe from living in the real world of business
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that there's really a blend of those two jobs in real life.
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And it doesn't make any difference if you're managing three people or 300,000 people, the The very best people at the top of teams
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or organizations are doing a little bit of managing and a little bit of leading.
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Hi, I'm Suzy Welch.
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I'm a professor of management practice at NYU Stern School of Business.
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You can't execute or you can't ask people to do what you're asking them to
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if you don't explain to them why you're asking them to do it.
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One of my favorite lines, and I use it over and over again when I'm teaching, is you have to tell the drummer what the words of the song are about.
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You can't just give the drummer the music and tell him to hit it.
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He's not going to be half as good
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or she's not going to be half as good as
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if they know what the song is about so they can put their whole selves into it.
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This is what managers and leaders should be doing, okay?
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Telling the drummer and all the other musicians on stage what the words of the song mean, why you're doing the work.
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And then, this is the how.
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Now we're gonna execute.
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And the job of the manager
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and the leader at the same time is to be going back and forth between the why and the how, and the why and the how,
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sometimes in one conversation and certainly always in the same day.
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Part of what makes you very good as a person running
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a team in the Lanager role is to be the simultaneous translator between your team and the people up there.
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When I see simultaneous translators at the UN
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and I see them going back
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and forth translating a conversation between say the Chinese delegation and the Bulgarian delegation and you can see how exhausting this is,
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I think yeah, that's the work of a good Lanager.
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That takes diplomacy.
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It takes courage.
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It's more than being a messenger, because when you're a messenger, you sort of drop the bomb.
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You know, you say, this is what they're saying up there, and you just sort of keep your poker face about it.
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Or you go up to the top and you say, everybody really wants to work from home two days, you know, blah, blah, blah.
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And then you just sort of stand there and you act like Switzerland.
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You're neutral.
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really good Lanager, they are not just doing that.
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They are explaining both groups to each other, and they're taking a stand.
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I mean, the worst thing in the world is a fingerprintless Lanager.
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Leave no sign of what you really believe, okay?
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Everybody comes to resent that.
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You sort of agree with the last person in the room.
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You've got to have conviction.
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It may shorten your career in some places, but at least you stood on your principle, and your reputation for integrity will follow you.
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People hate making hard calls because when you have put your name with the decision and then it bombs, your name's on it.
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And nobody wants to be exposed to failure because generally people want to keep their jobs.
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But you have to develop this, otherwise you will get a reputation for a person who cannot be a leader.
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You can't move an organization forward if you don't make decisions.
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You have to decide about pricing, market segmentation, branding.
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I mean, you just have to make one decision after another.
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The hardest decisions, of course, are people decisions.
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Who goes into what job and what they actually do.
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Don't get me started.
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That's very, very hard.
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But once you've failed a few times in business, you realize, oh, life will generally go on.
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And I'll be able to say to my team, look, we did that once.
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It didn't work.
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I own it.
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This is what I've learned.
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And the respect you get for saying, I made that mistake.
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I own it what we learned is unbelievable.
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And I think you sort of have to do that once before you realize, oh wow, that's actually so much more effective than actually not even being associated with the mistake.
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Everybody makes mistakes and once you sort of say, I made a mistake, I really learned from it.
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People are like, oh, I really respect that person.
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Sometimes I finish the semester teaching about managerial skills and about half the class is like, we're out, it's hard.
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It's very easy by comparison to be an individual contributor or to be, for instance, on a board where you're just big picture.
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Okay, those two different things are quite simple compared to what a Lanager has to do, which is both of those things at once.
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Почему полезно практиковать разговор по этому видео?

Практика разговорной речи на основе видео, как это, помогает улучшить не только ваше произношение, но и понимание ключевых концепций лидерства и управления. Вы познакомитесь с идеями и стратегиями, которые имеют практическое применение в реальной жизни, что сделает изучение английского более значимым. Понимание терминов, таких как "lanager" (слияние слов "менеджер" и "лидер"), помогает расширить словарный запас и осознать различные аспекты управления. Используя такие видео, как это, вы сможете учить английский с YouTube, развивая навыки общения и уверенность при разговоре.

Грамматика и выражения в контексте

  • “You have to tell the drummer what the words of the song are about.” — Использование инфинитива “have to” для обозначения обязательства. Это структурное выражение помогает понять, как важно объяснять задачи команде.
  • “I own it.” — Простое и понятное определение ответственности за ошибки. Это выражение укрепляет ваш словарный запас и учит, как принимать ответственность в деловой среде.
  • “This is what we've learned.” — Использование настоящего совершенного времени для обозначения выученного опыта. Эта структура помогает делать речь более связной и естественной.

Распространенные ловушки произношения

Обратите внимание на произношение следующих слов: “lanager”, “diplomacy”, “executive”. Эти слова могут быть трудными для произношения из-за сочетания уникальных звуков и акцентов. Используя метод shadow speech (повторение за носителем языка), вы сможете улучшить свое произношение и сделать его более естественным. Также важно обратить внимание на интонацию и ритм речи. Недостаток акцента может затруднить понимание, поэтому рекомендуем практиковать произношение, слушая видео на shadowspeaks и повторяя за спикером, чтобы эффективно учить английский с YouTube.

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.