ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: Alphabet CFO Ruth Porat on The David Rubenstein Show
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This is my kitchen table and also my filing system.
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Over much of the past three decades, I've been an investor.
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The highest calling of mankind I've often thought was private equity.
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And then I started interviewing.
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While I watch your interviews, I know how to do some interviews.
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I've learned in doing my interviews how leaders make it to the top.
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I asked him how much he wanted.
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He said $250.
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I said fine.
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I didn't negotiate with him.
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I did no due diligence.
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I have something I'd like to sell and how they stay there.
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You don't feel inadequate now because being only the second wealthiest man in the world, is that right?
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In recent years, one of the most powerful people in the financial and technology worlds has been Ruth Peratt.
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She served as chief financial officer for Morgan Stanley and then as Chief Financial Officer for Google and Alphabet.
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She now serves as President and Chief Investment Officer for Alphabet.
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I sat down with her recently in Davos to talk about what she's going to do in her new position
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and how she's going to invest more than $100 billion that Alphabet now has.
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So we're very pleased to have Ruth Barrett here.
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Ruth, as you may know, has recently been promoted.
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She, for almost the last decade, has been the CFO of Google and Alphabet.
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And now she still has that title, but she's now also the president and chief investment officer for Alphabet.
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Is that right?
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I am, and it's great to be here with you.
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So you have three jobs, CFO, president.
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Do you get three salaries for that?
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I think I'm doing okay.
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Okay.
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So everybody wants to talk to you here because you've got a lot of money.
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You've got over a hundred billion dollars of cash to invest so people want to see you
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Why do you come to Davos because people are just going to be bombarding you give me money for this or that?
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Is it really worth the effort to schlep all the way here?
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Or are you happy to come here and you actually meet people you actually want to see?
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Well, I've actually been coming here since I ran tech banking at Morgan Stanley back in the 90s
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and was hunting for fees And
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so I think it's sort of become one -stop shopping you make the trip
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and then you get to see people from Asia
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and Africa Middle East Europe it's so it's just
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that one -stop shop let's talk about your background now
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that you mentioned it where did you grow up I grew
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up I was born in England mostly grew up in California California your father was a professor at Stanford
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or something like that my father actually was a Holocaust refugee
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so my father escaped from Vienna right after Kristallnacht
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and made it to Palestine he no high school education he
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ended up enrolling in the British Army fought in the Battle of El Eman
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and in the army taught himself physics because he figured
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if he survived he needed something that somebody valued after the war
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that actually that worked that plan worked he ended up getting to England where I was born
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and then eventually got to the United States who sponsored by Senator Kennedy
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so he spent his whole career at Harvard and then at Stanford
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so I mostly grew up in California California okay
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so you're in here in Stanford for a nice area Silicon
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Valley why would you want to go to a business school
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at Wharton why did you go across the country to go to business school
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and why did you want to go to business school to
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begin with why not be a physicist like your father well I loved Wharton
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so I'm not gonna not gonna give you
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that you know I thought I was gonna end up being
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from first of all I got I got married my husband was a lawyer on Wall Street
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so I was commuting but I thought
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that I would go into investment I thought I'd go into consulting and then And I took this amazing mergers accounting class,
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kind of geeky, and decided I was going to go into mergers and acquisitions, so ended up on the East Coast.
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Okay, so you ultimately became the CFO of Morgan Stanley.
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Right.
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And many people thought you might go in the government someday, and you actually could have been the CEO of Morgan Stanley.
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Why would you leave the important world of finance for something less significant like technology?
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Why would you do that?
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You know, kind of right time, right place.
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It's like when I was the CFO of Morgan Stanley, I started in that position January 1st, 2010, when James Gorman took over as CEO.
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And I think he's an all -star CEO.
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Absolutely amazing.
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Great partner.
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And when we started, it was 2010, so after the financial crisis, but Morgan Stanley was still very challenged.
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You know, Moody's was going to downgrade the bank at one point.
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It was kind of shaky.
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And I think that he and we together, the team, led this extraordinary kind of recovery.
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And it got to the point 2015 where I was ready for the next chapter and I got this call
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Google it seemed okay, so all right made
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that move where we get the Google You were at Morgan Stanley
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when the great meltdown the great financial crisis of 07 08 occurred
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And it is said that it you know people thought
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that Morgan Stanley and Goldman Sachs and everybody else was going to go under
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Were you living through that and did you actually think Morgan Stanley was going to make it at that time?
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there were days I did not it was bad
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so I was running financial institutions banking at the time
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and probably the most meaningful part of my career was
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when Hank Paulson called and said I need advice I need some bankers here
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and so I went and led a team that worked on Fannie Freddie
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and then AIG and those were very very challenging days
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and coming out of it at the bed you know we did Fannie Freddie and then we did AIG, put them into conservatorship and I got to Morgan Stanley,
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John Mack was CEO at the time and he said okay you're in charge of liquidity, figure out liquidity.
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And of course days before what very much was running out of liquidity there was no way to get liquidity.
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In fact one day we were trying to figure out what to do
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and I was on the trading floor and I'm like can we maybe sell the chairs, they were Herman Miller chairs.
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I thought that might be a solution.
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That was supposed to be funny but it was actually really scary at the time
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and so no it was hard but we did this whole series of different teams
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and it worked you know MUFG came in they were an incredible partner the government came
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and we became a Fed regulated bank but there were some very scary times
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and a lot of important lessons okay so you got
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that deal done then presumably some headhunter called you up
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and said you should be the CFO of Google
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and did you how did you tell John Mac or James Gorman
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and you were going to leave to be the CFO of a tech company.
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Was that easy to do?
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So, 2015, Morgan Stanley was in a really good spot.
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I happened to be with Bill Campbell, an iconic leader in Silicon Valley.
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He's been written about as the trillion -dollar coach.
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He coached Steve Jobs, Larry, Sergey, Sundar, Eric, so it's a privilege to sit with him.
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And at the time, I said, you know, I'm ready for the next chapter, but the one thing I'm not going to do is be CFO again.
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We spent two hours in his living room, And at the end, he said, okay, I heard you clearly, not CFO.
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And I said, exactly.
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And he said, okay, so the best, I've got the best idea for you, CFO of Google.
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And, of course, I immediately said, well, I hadn't thought of that one.
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That one is interesting.
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But did you tell him this would mean you wouldn't be
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able to work with private equity people as closely as you had been?
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You know, sometimes hardship in life is worthwhile.
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Are we going to have driverless cars in our lifetime?
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You can actually hail a Waymo in San Francisco, hop in it and get where you want to go, it's pretty remarkable.
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So what's it like moving from the East Coast, where everything is finance and money, to the West Coast, where everything is technology?
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Did you fit in right away
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and did you really know how to use all the computer things that they give you to use?
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So it was pretty fun.
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There were plenty of times where I would sit around in meetings and literally I would be Googling terms.
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And at one meeting, Larry Page actually caught me Googling terms.
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And he kind of pointed that out to other people in the room, which was a little embarrassing, but I figured there were some things that I could do that they couldn't do.
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And so it was a learning curve.
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And my dad always, he taught me at a young age a term that I've used constantly with my teams.
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He said, in his lab at Stanford, if a physicist could not define a quark in under 30 seconds, they didn't know what they were talking about.
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And so I use the quark test all the time.
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If somebody's rambling on and on and they can't get to the point they probably don't know what they're talking about, they fail the quark test.
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My finance team knows this quark test.
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And at Google, I'm working with amazing computer scientists, so they never fail the quark test.
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They can explain things really clearly, which shoots you up the learning curve.
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But did you understand what they were talking about from the beginning, or did you have a special tutor that's taught you technology?
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I had actually run tech banking and took Google Publix.
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I had a little sneak preview.
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So today, for people who are not experts on Google and Google search, Larry Page really developed the Page system, I guess it was called.
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And it was unique, but when he came to get the initial money in Silicon Valley, people said, well, there's plenty of search engines out here.
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There are like 12 or 13 search engine companies and
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so people didn't think it was anything so unique what turned out to be
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so unique about the page system
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that it made Google such a powerful company I actually remember those days
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because I was one of the people who said why do
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we need it was actually the 8th search engine why do you need the 8th search engine
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and I was at Morgan Stanley at the time
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and 1998 running banking
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and our research analyst Mary Meeker an iconic analyst got pulled her team together
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and said you know what let's do a test let's look at all the search engines let's do queries
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and see speed and relevance of response
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and I think she may have started with
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that eight search engine question as well but it quickly rose to the top and
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that has been the ethos all along we still to this
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day have more than a hundred product innovations every quarter the whole idea is continue
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challenging ourselves about how to make the product better more relevant faster
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and what's extraordinary sitting where we are today is how searches evolved
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so back then it was 10 blue links whoever's old enough
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in this room to remember 10 blue links that's what it was and then it went to
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image search voice search and now multimodal search
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if i want your tie i can take a picture of your tie
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and then i could just i can lens it
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and i can find a place to buy your tie
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so this whole evolution of search just keeps extending the runway for search
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so it's very different obviously today than it was
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so let's suppose i do a google search on something maybe i shouldn't be doing a google search on
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or something not that you ever do i wouldn't do that
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but i just theoretically um can somebody from google an officer like you look up what i've searched
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no you cannot absolutely adequately protected right protected even if the government comes along We do not look at what you search.
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You can go into incognito mode, but we do not look at what you search.
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Okay.
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So the company for a long time was called Google, and Google used to be spelled differently.
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Why did they spell Google that way as opposed to the way it was originally spelled, which was E -L?
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Did they not know that it was spelled differently?
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Well, there are a couple of stories around this.
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So one of the stories that I think is true
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and fun is that one of the early venture checks actually wrote it
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that way so they went with it okay
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so why did Google was a brand name that's working very well companies making a lot of money
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and so forth but why did you need to go to Alphabet and who came up with that name
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Larry and Sergey had a vision about kind of the next iteration
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and there were a lot of different things
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that they were investing in the whole spirit of
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which is you want to make sure you're investing for long term investing for the future And in the earliest days, what they did is they created something called X.
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It was the moonshot factory within Google, Google X.
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And it gave birth to things like Gmail.
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It was really relevant for all of the type of innovation that came out of Google.
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And by 2015, their view was, we want to be able to avoid distraction on Google, let Google do what it's going to do,
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and create another set of businesses that the founders could focus on and really nurture growth outside of it.
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And so the word, as you would know better than anyone, is alphabets.
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And so you put the two together, and that was the goal.
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So it used to be when Google started, you had what was called 20 % time.
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Right.
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So for 20 % of your time, you could do whatever you wanted.
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Theoretically, it might be helpful to the company, but it wasn't supposed to be necessarily.
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So do you still have 20 % time, or did they go away?
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Well, it was actually a little more structured than that.
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The goal was if you had some great engineering idea and you wanted to launch a new product, you could do it in one of two ways you could leave, or you could be told, you know what, in 20 % of your time,
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why don't you go experiment with this and see if you can grow it.
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So rather than having great ideas constantly leaving, the view was, let's nurture the talent, let's give people these growth opportunities, let's give it a go.
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And so that's what the 20 % time was.
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Did any 20 % time product ever get to the market?
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Well, Gmail is not an inconsequential.
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Billions of users.
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Google Brain came out of that.
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It's our core part of our ai business
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and then we've continued to evolve it
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so it moved over to become um x waymo came out of it
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so there's quite quite a bit and quite a bit of features
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and applications speaking waymo are we going to have driverless cars
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in our lifetime well i welcome everybody to come to san francisco
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because you can actually hail a waymo in san francisco hop in it
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and get where you want to go and it's pretty remarkable have you done that absolutely really it's safe
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it's so safe that the most fascinating part is within about 15 seconds people are bored
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because it's so safe they're like they realize you know what you don't need a helmet
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or anything not get safe right you need a helmet with many drivers on the road
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you have a challenge that many people would like to have
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but they don't have which is you've got over 100 billion dollars of cash
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and so are you going to invest that in private equity firms
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or are you going to do new technology what are you
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going to do with 100 billion dollars more than 100 billion dollars of cash
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and um you know have you thought about
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that you have people coming up to you all the time with great ideas for
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that cash uh we do as you would imagine
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so look we're continuing to invest in the business there's a lot of extraordinary upside in the business
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and then we do make investments and acquisitions and
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so do all of our peers there's a lot that's exciting going on in the world
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and so we're looking across the board starts within the business then it goes to investments
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and acquisitions then obviously return of capital through a not inconsequential share repurchase program Let's talk about artificial intelligence.
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Artificial intelligence has gotten a lot of publicity in the last year or so.
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And OpenAI has gotten an enormous amount of it.
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And they have an affiliation with another technology company.
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I can't remember the name of it.
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I've heard that.
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Another one.
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But do you have your own kind of OpenAI company, or do you do it all internally?
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And what do you do to compete with OpenAI and this other technology company?
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So we've been infusing product at Google with AI for more than a decade.
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In fact, billions of people today are benefiting from AI across our products.
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It's benefiting what you see in search, in maps, in commerce, in YouTube.
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You know, I just mentioned multimodal search, the ability to search with your camera.
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When you search for your kids in photos, that's AI.
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AI.
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So AI has continued to be a way to enhance what the product experience is, and we've done that historically through two groups within Google.
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One, Google Brain, I already mentioned, and the other is DeepMind, an extraordinary acquisition back many years ago, led by an extraordinary entrepreneur, Demis Asadis.
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And we've put the two together last year, which has been really exciting.
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And so we are building on that foundation
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that has been an experience for the last decade what's the
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excitement of working in technology in silicon valley is it even more exciting than working in finance
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or not quite as exciting
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but okay it's hard to believe it's more exciting i mean
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we're living in the most extraordinary time with ai bill gates just said
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that completely agree engineers who've been at google since inception are saying
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that this is the most exciting time in computer science in our lifetime
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which always strikes me as profound because Google's done okay and
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and and what's extraordinary about it really goes to building on this decade of innovative work in AI and
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so where are we now we're at the we're what we're
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doing is we're addressing some of the most profound social challenges with AI in ways
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that are transformative so to give you an example of examples I think
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that one of the extraordinary places for all of us
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and we've heard a lot about it here over lunch is health care
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and part of the reason is it's the ability with ai to aggregate
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so much data that you can actually have a level of diagnosis
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that is better than what specialists can do
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so one example breast cancer back in 2015 google had a
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breakthrough in detection early detection of metastatic breast cancer one in seven women will be diagnosed with breast cancer.
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I was one of those.
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I've had breast cancer twice.
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So when I heard about this, I did the only rational thing.
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I called my oncologist at Memorial Sloan Kettering, and I said, is this really as important as I hope?
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And he said, unequivocally, because only with AI can we democratize health care.
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It's the only way that oncologists everywhere, radiologists everywhere, all of the medical profession has the ability to leverage the insight
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that AI will give you through scans reviewing a million scans
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we're doing the same in other forms of cancer we're doing
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it with something called diabetic retinopathy blindness caused through diabetes which can be prevented if diagnosed early enough and
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so I think that
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when you look at the impact of it this is what
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motivates our engineers we're seeing in healthcare we're seeing an education
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we're seeing with food scarcity you can improve crop yields by looking at pest issues in informing we're looking at
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so many different ways
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that AI can make a difference on the most profound issues one last one
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because it's you asked am I excited about it yes it's better than even finance climate change you know SOS
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or crisis alerts extraordinary we've seen the impact of buyers
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and flooding 250 million people a year affected by flooding
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but with AI we can predict
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and are with seven days notice where the water flows will be to get people out of harm's way.
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So this is not science fiction, this is here today.
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On climate change, to be realistic about it, is there things that you think that AI can really make us more readily make us able to solve climate change?
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Is that your point?
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You think we can?
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Well, there's both adaptation and mitigation.
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So around climate change, we have a whole other set of efforts going on
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so for example one of the major sources of emissions is
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what you see right out the window here start stop from cars we have something called project green light
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which streamlines that so you don't have the start stops we have something else
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that looks at planes major source of carbon footprint our contrails
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what many of us think are the beautiful white plumes off the back you can adjust flight patterns
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and reduce carbon footprint so the short answer is yes
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and it's happening today it's not a hope for science fiction
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you've been public about your breast cancer you've talked about it written about it
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and so forth why did you go public about it many women say they don't want it to be known
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that they might have breast cancer maybe that's right or wrong
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but why were you so willing to be public about it it is a really personal thing
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when i was first diagnosed i didn't want to talk about
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it i was at a bank one of few women you know i was bald
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and it's like it's not what you want to talk about
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but I got to the point where I realized in this day
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and age if you get the right care actually these diseases are manageable
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and the scariest part is not knowing and
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so to me it was important to actually make it clear this is manageable you can get through it
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and to actually be a resource for people
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so for many women you're a role model you have a successful career in finance
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and technology you were on your first husband right yeah yeah
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and hanging on hanging on right so and you have three kids and
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so you've done it all you've had it all you you're
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you're you know have a successful career successful marriage three healthy happy kids can you tell us something
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that doesn't make us so feel jealous about you
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because you're I mean here you know everybody can't be as good as you
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so make us feel that everything isn't perfect for you leaving aside the breast cancer so
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that everybody else doesn't feel like they're not gonna be able
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to live up to your standards oh man look I think
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that one of the most important lessons I learned early in
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my career you know as a woman in banking there weren't
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many of us it wasn't the easiest environment there were a
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lot of men I've now gently decided to call blockheads but you know they were worse and blockheads.
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And they made it difficult.
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And you learn to be resilient.
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The one thing is I was going to outlast them.
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And that would be the joy that came from it.
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And fortunately there were obviously a lot of extraordinary men at Morgan Stanley.
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There weren't enough senior women in the day and there are more now.
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And so I learned to chart my career.
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I went to people who would take a risk on me.
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And I said, what's my highest and best use
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and they opened doors that I didn't know existed
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and to me that's the most important is those hard days
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bad lessons I just chalk them up to being lessons
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so I don't actually record them so what do you do
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when you're not working on technology being a wife being a
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mother you have a tennis player you're a golfer what do
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you do for relaxation to the extent you have time for relaxation
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well I kind of merge things I know there's nothing more
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joyful to me than going on hikes with my kids
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or bike rides with my kids um and
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so it's you know it's a lot of
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that are your parents alive now they are not
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and did they live to see your success uh before they passed away they did my mom actually
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when i was a young kid said she was a psychologist
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and she said what's really important for women is have your own identity
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and a career outside of the home she told me that
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when i was eight my little sister was six for some
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reason she thought that's the time you need to send
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that message so i'm grateful to her for
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that message your father did he ever say this is better
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than being a physicist what you're doing my dad was pretty remarkable you know the tail end of
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that story about his journey from no high school education to a phd
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and a career at stanford is he said education is your passport for freedom
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and so the only point he impressed on us over
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and over was really focus on education keep opening doors
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and take risks
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if he didn't take the risk he took to get himself
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out of Austria to teach himself physics he wouldn't have made it
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and he was so grateful to get to the United States
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so if there's anything else it was that the life
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that he never expected he would have and then to have a family.
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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
บทเรียนฝึกพูดระดับ B2 นี้ใช้วิดีโอ “Alphabet CFO Ruth Porat on The David Rubenstein Show” เป็นสื่อ วิดีโอนี้มี 365 ประโยค และ 4538 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 23:55 ผู้พูดพูดเร็ว ประมาณ 190 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 85% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก
คำศัพท์สำคัญในวิดีโอนี้
คำที่ยากที่สุด 15 คำในวิดีโอ พร้อมคำอ่านและความหมาย:
| คำศัพท์ | คำอ่าน | ความหมาย |
|---|---|---|
| quark คำนาม | /kwɑɹk/ | ควาร์ก |
| silicon คำนาม | /ˈsɪləˌkɑn/ | ซิลิคอน |
| diagnose คำกริยา | /ˈdaɪ.əɡˌnoʊs/ | วินิจฉัย |
| physicist คำนาม | /ˈfɪzɪsɪst/ | นักฟิสิกส์ |
| hail คำนาม | /heɪl/ | เห็บ |
| helmet คำนาม | /ˈhɛlmɪt/ | หมวกนิรภัย, หมวกเชื่อม |
| diligence คำนาม | /ˈdɪlɪd͡ʒəns/ | วิริยะ, ความขยัน |
| meltdown คำนาม | /ˈmɛltˌdaʊn/ | การหลอมละลายนิวเคลียร์ |
| tutor คำนาม | /ˈtjuːtəː/ | ครูพิเศษ |
| chalk คำนาม | /t͡ʃɔk/ | หินดินสอพอง |
| alphabet คำนาม | /ˈæl.fəˌbɛt/ | ตัวอักษร, อักษร |
| distraction คำนาม | /dɪsˈtɹæk.ʃən/ | สิ่งเบี่ยงเบนความสนใจ |
| banker คำนาม | /ˈbæŋkəː/ | นายธนาคาร |
| psychologist คำนาม | /ˌsaɪˈkɑl.ə.d͡ʒɪst/ | นักจิตวิทยา |
| bald คำคุณศัพท์ | /bɔːld/ | ล้าน, โล้น |
กริยาวลีที่คุณจะได้ยิน
| คำศัพท์ | ความหมาย |
|---|---|
| pass away คำกริยา | เสียชีวิต |
ประโยคที่ควรฝึกพูดซ้ำ
ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:
- I didn't negotiate with him.
- Do you get three salaries for that?
- I think I'm doing okay.
- Why would you do that?
- Are we going to have driverless cars in our lifetime?
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| Present perfect continuous have/has been + -ing — การกระทำที่เริ่มก่อนหน้านี้และยังดำเนินอยู่ | I've actually been coming · we've been infusing |
| “used to” used to + กริยา — นิสัยหรือสภาพในอดีตที่ตอนนี้ไม่เป็นแล้ว | used to be |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | I've been · I've often thought · I've learned |
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | been promoted · was born · is said |
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 94 ครั้ง เช่น we're, I've, you're ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: worthwhile /ˌwɜː(ɹ)θˈwaɪl/, breakthrough /ˈbɹeɪk.θɹuː/
- เสียง “sh” และ “zh”: inconsequential /ɪnˌkɑnsəˈkwɛnʃəl/, relaxation /rᵻˌlækˈseɪ.ʃən/, detection /dɪˈtɛk.ʃən/, hardship /ˈhɑɹdˌʃɪp/, affiliation /əˌfɪliˈeɪʃən/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: liquidity /lɪkˈwɪdəti/, inconsequential /ɪnˌkɑnsəˈkwɛnʃəl/, manageable /ˈmænəd͡ʒəb(ə)l/, democratize /dɪˈmɑkɹətaɪz/, incognito /ˌɪnkɒɡˈniːtoʊ/
เสียงที่คนไทยมักออกเสียงยาก:
- เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: diagnose /ˈdaɪ.əɡˌnoʊs/, inconsequential /ɪnˌkɑnsəˈkwɛnʃəl/, manageable /ˈmænəd͡ʒəb(ə)l/, evolve /ɪˈvɑlv/, hail /heɪl/
- /v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: evolve /ɪˈvɑlv/, curve /kɚv/, relevance /ˈɹɛl.ɪ.vən(t)s/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, preview /ˈpɹiːvjuː/
- /z/ — เสียงก้อง ไม่ใช่ /s/: physicist /ˈfɪzɪsɪst/, democratize /dɪˈmɑkɹətaɪz/, presumably /pɹɪˈzuːməbli/, lens /lɛnz/, diabetes /ˌdaɪəˈbiːtiːz/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง quark, silicon, diagnose เป็นพิเศษ
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ