ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: How CEO’s Handle Difficult Conversations (Ways I Wish Someone Had Told Me)
เลือกโหมดฝึก
แต่ละโหมดจะเปิดห้องฝึกแบบเต็มจอ
465 ประโยค
หากประโยคสั้นหรือยาวเกินไป กดที่ Edit เพื่อปรับแก้
1
You have been communicating your entire life the wrong way, like the entire world is like you, a nice person, a good person,
2
good intentions, trying to do the right thing.
3
Here's the truth.
4
The world is not like that.
5
There are difficult people all around you every single day, and there will be more.
6
The secret today that we're going to talk about is that you can take back your peace and power from toxic,
7
obnoxious, hard people, even people you love who are also just difficult.
8
But in order to do it, you need to know the rules of the game.
9
And most people don't even realize the game they are playing.
10
So today, let's get those rules and communicate to get what you want, even when other people say it's impossible.
11
We'll back it up by science, history, and the greatest communicators of all time.
12
Let's steal their homework.
13
Welcome back to the Big Deal Podcast.
14
I'm Cody Sanchez.
15
Let's dive in.
16
Most people don't lose their power because they're wrong.
17
They lose their power because they communicate like the other person is reasonable when they're not.
18
Do you ever think you're exchanging information, but realize that the other person is negotiating status, blame, or control?
19
Psychologists call this motivated reasoning.
20
So people don't actually listen to understand you.
21
They are hearing to protect their identity.
22
So Harvard Business School found people interpret facts in ways that protect their ego and self -image, not accuracy.
23
And do you ever wonder, like, how do you actually beat them without becoming one of them?
24
Well, maybe you haven't noticed this, that the most difficult person in the room often gets their way.
25
They interrupt, they blame, they drain everyone else.
26
And somehow they walk out the winner.
27
Meanwhile, the reasonable person, calm, ethical, they walk out exhausted, pissed, kind of confused.
28
Toxic people don't win because they're smarter, which is good.
29
They win because they're playing the game differently.
30
What Harvard shows us is that this dominance behavior shows
31
that people who display low emotional reactivity and high certainty are perceived as higher status, even when they're wrong.
32
So toxic people are persuasive, not because they're right.
33
They're persuasive because they're unmoved.
34
They have low emotional reactivity, but they really act like they know what they're talking about.
35
So how do we win at their game?
36
I think about this as the asymmetry advantage framework.
37
If they are willing to create discomfort in you and not have emotion from them, they can exploit your asymmetry.
38
And there's two types of asymmetries toxic people use.
39
One's called narrative asymmetry.
40
They tell simple stories.
41
Yours are too nuanced, because nuance is usually the fact.
42
Cognitive fluency research shows simple narratives are believed more than accurate, complex ones.
43
So whether you hate Donald Trump or you love Donald Trump, what can we say for sure?
44
He is simple.
45
That is why his communication style works very often, because nuance is hard to remember.
46
They say on average, we can only remember one to two sentences from an entire 10 -minute conversation.
47
Yikes.
48
So clarity beats correctness in human conflict.
49
So that's one.
50
Take your stories, simplify them.
51
Don't add maybes, buts, alsos, and one sentence.
52
That's it.
53
The second asymmetry that people use who communicate well, which is called boundary asymmetry, they take space.
54
You ask for permission.
55
Clinical psychology says boundary violators persist when boundaries are inconsistently enforced.
56
This is from the American Psychological Association.
57
What does that mean?
58
It means you need to control the frame.
59
Let me give you my frame control rule.
60
So whoever controls the conversation will control the outcome.
61
And this comes from hostage negotiation and power dynamics.
62
For instance, if you are going to have a conversation with somebody, they give you a tight one -line sentence.
63
You want to respond in an un -nuanced way.
64
What do I want you to do?
65
I want you to listen to their one sentence and then I want you to hold out your hand and just go,
66
let me think about that for a second.
67
Let me ponder that.
68
Let me analyze that for a second.
69
Whatever word you want to use.
70
And then instead of feeling like you have to start talking immediately in order to regurgitate exactly what you're going to say, no, no. Boundary control?
71
Hmm.
72
You say I'm the problem.
73
The math says this is the problem.
74
Use a redirect and have a one -liner.
75
I actually learned a lot of this from one of my friends, Chris Voss, who wrote
76
Never Split the Difference.
77
Huge book.
78
I go back to him again and again when I want to control the frame.
79
And what he learned at the FBI law enforcement was that reframing emotional accusations reduces hostility faster than a direct rebuttal.
80
When someone says, you never listen to me, what do you actually want to say?
81
You want to say, if you're me, that's not true.
82
I listen all the time.
83
This never happens with me and my husband, of course.
84
That's the wrong response though.
85
The correct response is a frame reset.
86
You're going to repeat back to them.
87
I understand that you feel this way.
88
Can you be more specific with me and tell me what you think I am not listening to?
89
And when you do that, I can bet my bottom dollar, they might say, I don't feel that way.
90
That is what you're doing.
91
And your response is going to be, I don't want to debate words in an argument.
92
I don't believe that's useful.
93
What I heard you say was you are unheard.
94
You're not accepting their frame.
95
You're not saying I didn't listen to you.
96
You're repeating back to them what they said.
97
So, you know, when I went head to head with another MD managing director at First Trust, I had this exact same issue.
98
He was trying to box me in, make me feel small.
99
He was trying to tell me that what I was talking about was wrong.
100
And I remember the line explicitly that he said to me back in the day.
101
He said, well, I haven't done that because you've made me feel like I don't have the power to do it.
102
You've completely, this is your fault for the way you communicate.
103
First of all, this is like a very middle -aged man.
104
It was just a full adult.
105
And so I always do giggle when somebody says, you'll make me feel this way.
106
As if I'm like, okay, guy, take it easy.
107
But anyway, I listened to it and I said the exact same thing.
108
I said, hey, I don't think I have control of your feelings.
109
Are you saying that I can control your emotions, your emotional state, what you feel inside that's not up to you, that's up to me?
110
What do you think happens?
111
Well, no, of course, you know, no, what I'm saying is, okay.
112
So I said, so instead, what do we want to try to resolve?
113
And so I want you to try this.
114
Tell me how it works for you.
115
Do not accept somebody else's frame.
116
And by the way, we're not being combative because oftentimes this is with people we love.
117
This is not always in business.
118
It could be in love.
119
This is just a way to make sure that you become a person who has boundaries.
120
How do you respond to disrespect?
121
You know, back in the day, I always wanted to be like one of those characters on Entourage,
122
like Ari, if you guys ever watched that show, where he just, he fired the heat.
123
Like somebody came at him and he just had a response.
124
And I'm not like that.
125
I'm actually a wuss.
126
And so I developed something I called the disrespect response ladder.
127
And I was like, okay, I need to figure out a path to use.
128
And I'll show you that.
129
But when somebody disrespects you, you kind of have four options.
130
And most people jump to the worst one.
131
So level one would be absorb.
132
This is really weak.
133
So you just say nothing.
134
Resentment builds.
135
Respect drops.
136
This is normal for people like me who are a bit of an avoidant.
137
Like, I just don't want to deal with it.
138
I don't have time for this.
139
So if that's you too, I hear you.
140
I'm the same.
141
Level two is react.
142
This is explosive.
143
Yell, defend, explain.
144
You look unstable and absorb their frame.
145
Level three, explain.
146
This is more naive.
147
I do this too.
148
So over justify, you over talk, you signal insecurity.
149
You know, when I first tried to get a job, I was notorious for doing this.
150
You know, hi, my name is Cody Sanchez, and these are all my accolades.
151
And, you know, here's exactly why you should hire me and dah, dah, dah.
152
And I've learned over time, little pause, exactly what you need, not a single word more.
153
Now the God tier level response is level four, which is name plus redirect. That comment feels disrespectful.
154
If you want to talk, I'm open.
155
If you want to attack, I'm done for the moment.
156
This literally just happened to me the other day, you guys.
157
I was dealing with a leader at one of our companies
158
and I gave him some hard news that somebody else was going to take a role higher than him.
159
He did not like this news.
160
Proceeded to start cussing.
161
This is fucking bullshit.
162
I'm worth 10 of this guy.
163
Bullshit, fucking blah, blah.
164
And I had to say, this is a call with executives.
165
Executives at my companies, they don't cuss emotionally.
166
So if you need to take a minute and stand outside until you can emotionally re -regulate, that's perfectly fine and come back in.
167
But we don't do angry cussing at the executive level that basically says, this is my line.
168
And it's hard to argue with an unemotional, clear line.
169
This goes back to that idea of assertive communication with calm boundary setting that is perceived as dominance, which is kind of crazy, isn't it?
170
A fancy way to say the key is calm is actually better than loud.
171
Short is better than long.
172
Still is better than emotion.
173
And my friend Jefferson Fisher, who I had on the podcast, it's a great episode, by the way, you should listen to it after this,
174
has a great line about this.
175
He says, you don't have to attend every argument you're invited to.
176
Ah, so good.
177
And then he also says, silence can never be misquoted.
178
But if, say, they keep gaslighting you and you don't know how to defend against it, I got a little protocol for you guys.
179
Think about it.
180
This is our gaslighting defense protocol.
181
Gaslighting is reality erosion.
182
It's things like, that never happened, but you know it did.
183
You remembered it wrong, but you know that that's how it happens.
184
What it actually does is this increases cortisol and anxiety by destabilizing perception of reality.
185
This is from the American Sociological Review.
186
And this is actually used in torture, which is crazy.
187
But let's set a couple things straight.
188
Even though you don't see reality the same way, there are a couple studies that are fascinating
189
that I think can help you even explain to the other person who's making you feel a certain way, that maybe it's not gaslighting,
190
maybe it's just human nature, because we do have a different perception, reality, and almost all events.
191
So self -belief is really about knowing yourself, your abilities, and knowing your path.
192
And it's part of that path that many of us get stuck on, which is actually why I created something called Main Street Millionaire Live.
193
And it's for anyone whose path includes business ownership.
194
Whether you've already bought a business or you want to buy a business, we help you find and buy the best business for you.
195
Because business ownership, I believe will change almost everyone's life.
196
I know that if you come to this event, it will change yours.
197
It will help you believe the truth, which is that you are capable of ownership and can win at the game of owning things in life,
198
which is the only game that leads to financial freedom, asset ownership, and overcoming what I think holds a lot of people back.
199
And so if you don't think you're good enough to become an owner to get to the next level,
200
I want to talk to you about four studies that totally changed my mindset on that.
201
The first one's called the invisible gorilla.
202
So in the famous Shabri and Simon experiment, participants watched a video of people and they were like passing basketballs.
203
Have you guys seen this?
204
And people were told to count passes for one team.
205
So you're watching it.
206
You're counting all the passes.
207
You're kind of focused on that.
208
Well, in the middle, a person in a literal fucking gorilla suit walked through, stopped, thumped their chest and walked off.
209
What's crazy, and I swear this happened to me, half the viewers, Cody, never saw the gorilla at all.
210
Even though it was literally in plain sight,
211
but I had told my brain that I was only watching this thing and I was going to get those numbers right, totally missed the gorilla.
212
Study two, I see it clearly you're biased.
213
Social psychologist Lee Ross called it naive realism,
214
which is the belief that I see the world objectively and people who disagree with me must be uninformed, irrational, or biased.
215
And there was a perfect way to think about this.
216
Like two siblings read the same news article about a political protest.
217
One sees dangerous extremists.
218
The other sees brave citizens.
219
Each is certain.
220
They're just describing what happened.
221
When they argue, they both feel like the other is literally blacked.
222
In reality, they have all of these preset beliefs and identities that color what details they notice,
223
how much weight they give them and what story they assemble.
224
So they literally live in two different realities from the same article.
225
This is also like selective attention.
226
So your brain cannot process everything.
227
So it spotlights what matches your current task, fears, goals, or things you've told it are important.
228
That creates unintentional blindness.
229
And there's lots of mental models about this.
230
So expectations, culture, past experiences, they act like lenses and they decide which data counts what gets ignored
231
and that allows you your brain to create a personalized version of reality
232
and so the moment you think i'm just being logical you actually stopped listening the moment
233
that you think you can't buy a business you actually have just been pre -programmed to think you can't
234
so how does this show up in your fights
235
and communication a couple examples you might say you ignored me at dinner
236
and their reality was I was trying to handle the check and the kids and I thought I was helping.
237
You say, you never appreciate what I do.
238
Their reality, they do appreciate you, but their appreciation cues are invisible to you or not in what, you know, they famously call your love language.
239
So the takeaway, same night, same facts, totally different edits, because attention and stories are pointed at two different things.
240
So you have to learn how to negotiate across these realities.
241
You can say, okay, listen, last night, it looks like we kind of watched two different movies.
242
We saw two different realities.
243
Would you mind if we each described our version without interrupting?
244
This signals one, there are two realities, and both get airtime.
245
And don't ask or assume, swap the why did you do that, that's an attack, for what were you trying to do there?
246
Curiosity.
247
You're asking for the intention behind their movie.
248
You're not cross -examining it.
249
And then you can mirror their keyframes.
250
So repeat back their big beats.
251
So in your version, you were stressed about money, trying to solve it fast, and my feedback felt like attack.
252
People relax when they fear their movie is at least understood, even if you didn't see it.
253
Now what's great here is unrelaxed people do not come to the table.
254
And so you are going to be this calm on the balcony in the store.
255
So you're going to stop arguing about whose reality is right.
256
Say both can be true.
257
In your reality, you were helping.
258
In mine, I felt alone.
259
How do we design the next scene so we both feel on the same team?
260
This is key if you want to be a CEO in business.
261
You need to negotiate forward, not backward.
262
Instead of replaying the old scene for the 12th time, you can say, next time this happens, what do you need from me?
263
Here's what I need from you.
264
This just happened to me.
265
I had a member of the team and my team, and he's a super high performer, great team member.
266
I gave very direct feedback to something that we had done because I sometimes have the emotional EQ of a Tasmanian devil.
267
And so I just don't really think about it.
268
I go, here's the feedback.
269
I know you worked on this thing for three years, but here's all the things I hate about it.
270
I only focus on the stuff I don't like.
271
So I sent him very direct feedback.
272
Bam, bam, bam.
273
I didn't mention anything I liked.
274
I didn't mention how great he is.
275
I just gave all the hard feedback.
276
This sent him into a spiral.
277
I've done all this work.
278
So once I realized he was on this spiral, what do I do?
279
I call him into the office.
280
I sit him down and I say, hey, I just want you to know how valued you are here, how intelligent I think that you are.
281
And I want to tell you something about the way that I communicate with people that I trust, people I think are super capable,
282
intelligent, and I would consider one of my leaders.
283
I don't have a filter.
284
I talk just like Cody with no sort of rose -colored glasses or hand -holding happening.
285
That can be too much for people.
286
It can be pretty abrasive.
287
And so I want to tell you that I thought your project was great, but I always default mode, think your work is great.
288
And because I think you're so good, I'm only going to give you the edits.
289
How can I communicate better with you?
290
And the guy was like, actually, no, I do want you to just give it to me.
291
Tough.
292
And I said, okay, well, if that's the case, then next time if you do feel
293
that little ping inside where you're like god she doesn't appreciate
294
or whatever do you want to just say a word to me
295
and i like using a word that's ridiculous
296
so i'll be like blue -throated mockingbird just say blue -throated mockingbird
297
and i will know that that means i kind of pissed you off
298
and you don't feel like i saw you
299
and i can be like oh whoops hey man here's what i actually think can i give you some context
300
and i find that when there's a high degree of trust.
301
You're going to have a trigger breaker that basically breaks up the standard communication and it changes people's state.
302
So try this and see if it works for you because sometimes they are difficult or toxic people,
303
not people you love, but sometimes they're people that you love too.
304
And so I want you to remember that it's okay to say, we remember this differently.
305
Here's what I'm confident about.
306
Here's what I'm not debating.
307
And then stop talking.
308
Because one of the other things that's true is silence is devastating to gaslighters or emotion.
309
It can kill either one of them.
310
So one of the most powerful things
311
that you can do in communicating is to never be emotional in a world of people who have never emotionally matured.
312
Projection theory shows people attribute their own traits and insecurities to others, right?
313
This is from a famous study by this guy by the name of Newman, I believe, back in like the 90s.
314
90 % of insults are just self -disclosures.
315
So when someone says you're selfish, what it often means is I feel deprived.
316
So you have to mentally reframe them.
317
What would need to be true about them for the behavior to make sense?
318
This allows you to create that balcony emotional distance and that distance creates power.
319
I mean, Jefferson Fisher also says something amazing that I really love, which is the first thing about standing up for yourself is knowing
320
when to do it because not everyone is worth getting out of your chair for.
321
Also, he's like Texans.
322
So I love these little one -liners he's like, not everyone is worth getting out of your chair for, you know, like, you're right, shucks.
323
So this ability to not take things personally shows your self -respect.
324
And I'm going to tell you the truth that it makes people who are trying to manipulate you super uncomfortable.
325
I remember I was getting pushed out of a company and this guy wanted to intimidate me.
326
And thankfully, I do believe like a pound of pre -production is worth five of post.
327
So I found out about it ahead of time.
328
And he might have sidelined me, but I found out about it.
329
So I did a silly thing, which is I brought my Navy SEAL, very scary husband who has a constant resting bitch face,
330
a lot of muscles and an ability to, you know, kill people with me to this meeting.
331
And Matt was not expecting that.
332
So we sat down at a hotel and I could see he just like starts twitching, getting nervous, whatever.
333
And I could tell that he was just going to leave it.
334
He's like, I'm going to wait until Cody's by herself and I can try to intimidate her.
335
But what did I do?
336
I brought it up instead.
337
I said, Matt, I know what you're trying to do.
338
You're trying to push me out of the company.
339
You want to take all of these assets that I've raised.
340
You want to push me out.
341
And I know this because of X, Y, Z.
342
And he's like, oh, well, no, not.
343
I said, listen, this isn't a debate.
344
I already know.
345
And so the next question is, what are we going to do about this?
346
Because I am not going to do what you want me to do here.
347
And this is something for you to know.
348
Like you have to decide how you get defined.
349
And it's not just about holding yourself or others accountable.
350
It's about the way that you allow them to write your story.
351
So I don't want you to fall into what I call the accountability trap, which is when someone says,
352
you never do what you're going to do.
353
I instead want you to use that specificity switch we talked about.
354
And I want you to make sure you stay away from things like never, always.
355
And instead, I want you to say, tell me one example you want to address, right?
356
So why this works is because The more we can get somebody like Matt to go, oh, no, I'm not doing that.
357
I go, no, no, you are.
358
I heard about this conversation.
359
Now, what are we going to do about it?
360
Well, that allows these false accusations to collapse under precision.
361
Valid ones become solvable.
362
Okay, you want to push me out?
363
What's the contract?
364
What are we going to do?
365
And the research says that specific feedback leads to resolution.
366
Vague blame escalates conflict.
367
So keep it simple and specific.
368
There's sort of like three rules of power communication if you're going to try to negotiate something like I did with Matt.
369
So if you have somewhere where you know somebody is bullying you at work, your boss wants to push you out,
370
you have an employee that's toxic that you have to fire, you have what is called a crucial conversation.
371
You're going to slow down because slow speakers are perceived as more confident, remember?
372
There are studies that show that slower cadence increases your authority perception.
373
So you're going to say less.
374
You're going to end with direction.
375
You're going to say the conversation open -ended because you actually beat them by having a very clean exit.
376
So we're going to cut the frame.
377
You're never going to argue their accusation.
378
If they say, you always try to redirect me, Cody, you're going to say, that's not a useful direction.
379
What outcome are you asking for?
380
You just removed their emotional hook.
381
Then you're going to L, limit exposure.
382
Toxic people don't want to change with feedback.
383
They change with reduced access.
384
So you're going going to say, hey, we're not going to communicate that way.
385
Hey, you're not going to speak to me like that.
386
Then you're going to E, enforce consequences.
387
Boundaries without consequences are just suggestions.
388
That's not what we're going for.
389
So you're going to say, if this continues, I'm ending this conversation.
390
Then you might actually have to end it, by the way.
391
Back yourself up.
392
You might have to end it.
393
Because consistent consequence enforcement is going to reduce repeat violation.
394
So if I let that employee keep cussing at me, well, he probably would keep cussing at me the next time.
395
Then you're going to use an A for anchor reality.
396
When they distort facts, don't debate.
397
Say instead, here's what I'm willing to discuss.
398
Here's what I'm not.
399
We're going to reality anchor, specificity anchor.
400
And then N, no closure needed.
401
This is critical.
402
You do not need them to understand, them to agree, them to apologize.
403
Seeking emotional closure from antagonistic people, that increases your stress.
404
Lots of studies like on this.
405
The power move is to say, here is how we are going to execute the end of this conversation.
406
And you can walk away not liking the guy, not liking the girl, being mad.
407
That doesn't actually matter.
408
So if a business partner, an employee, someone creates conflict with you, remember, loudest person's going to dominate early, but you're going to not.
409
You're going to stop explaining.
410
You're going to reduce access.
411
You're going to enforce terms.
412
And suddenly they're going to lose their leverage.
413
And I remember like the moment I stopped trying to win emotionally, I won structurally.
414
Think like let that like sink in for a second.
415
Stop trying to make them feel what you want them to feel.
416
Do you care about their feelings?
417
No. You care about the outcome you want to get.
418
And then also remember are like, toxic people don't win because they're evil.
419
They win because everyone else is so busy trying to be liked.
420
But leadership isn't about being liked.
421
It's about being clear.
422
So you don't beat toxic people by out -arguing them.
423
You beat them by outlasting, out -structuring, and out -limiting them.
424
And the most dangerous moment is when you realize you never needed to fight them at all.
425
So the question you have to ask yourself is, do you want to argue with small people?
426
Do you want to allow yourself to become small because they are?
427
Do you want to be an asterisk
428
and a paragraph in a book nobody reads because other people got to redirect you your whole life?
429
Do you want to just not be taken seriously by a serious person?
430
Do you want to be remembered?
431
And if you do, you got to communicate these ways.
432
Because unless you figure out how to communicate, you'll never achieve anything really big in your life.
433
It is the key to the things that you want.
434
So maybe you'll be like me and you'll come back to this video.
435
You'll watch it again.
436
You'll follow and subscribe.
437
And I promise I will teach you the lessons that I wish someone had taught me.
438
But most people were too afraid to tell the truth.
439
I promise I won't do that to you.
440
Okay, guys, we'll see you next week.
441
We are sitting on a generational wealth creation event.
442
If you're here, this means you're a builder.
443
As we're going through these next three days, I want you to know
444
that the American dream starts with you guys by our little main street revolution
445
and then i just want to give you guys permission to take a leap of faith
446
if i knew then what i know now i would probably do bigger deals
447
it's given us an extra layer of security that we never would have had
448
i am so excited to introduce you to some ordinary people doing extraordinary things
449
We have to really take the time to make a meaningful connection.
450
It's the fact that there is a lack of connection and the person just wants to be seen, heard, and understood.
451
Thanks for taking the question.
452
Are there extra things that need to be done when trying to ping off bad debt?
453
Great question.
454
iBuy Business is so simple, even your grandmother understands them.
455
That's the game.
456
It's you and me versus the problem.
457
We're going to try to solve this together
458
it i know how to build trust in a very advanced
459
way how does buying a business fit into the vision for your life today my goal is to teach
460
you some fundamental skills that you can use to accelerate your business
461
if you make a promise in the mirror know that your word is freaking iron to you
462
these people on wall street they want to keep the normal people out of game
463
main street millionaires are all around this world and it starts with each and every one of you
464
what are you waiting for your path to ownership starts now get your ticket to join us on main Street.
465
Join us today.
ดาวน์โหลดแอป
ทุกอย่างที่ต้องใช้เพื่อพูดได้คล่อง
AI ให้คะแนนการออกเสียงให้คะแนนทุกประโยค
ฝึก IPAเชี่ยวชาญทุกเสียง
คำศัพท์สร้างคลังคำของคุณ
เกมคำศัพท์เล่นไปเรียนไป
ช่องเดียวกัน
B26
You Don't Need Capital
Business EnglishWorking Adults
B24
Stop Being Nice: The C.L.E.A.R. Method for Earning Respect
Business EnglishWorking Adults
C11
How Discipline Makes You Attractive? | NEUROSCIENTIST
Business EnglishUniversity StudentsWorking Adults
B226
5 Habits Constantly Draining Your Energy | Yung Pueblo
Daily ConversationWorking Adults
B24
How to Speak Better Than 99% of People (5 Frameworks)
Business EnglishInterview EnglishUniversity Students
C12
How To Speak Like A Top 1% CEO
Business EnglishWorking Adults
B219
Stop Rambling: The 3-2-1 Speaking Trick That Makes You Sound Like A CEO
Business EnglishInterview EnglishUniversity Students
C12
How To Set Goals For 2026 That You’ll Actually Follow Through On
Business EnglishUniversity StudentsWorking Adults
C128
Stop Over-Explaining: The 3 S’s Rule For Projecting Authority
Business EnglishWorking Adults
C1How to Think Like the 1% Elite | Dr K
Daily ConversationWorking Adults
FOR YOU
วิดีโอแนะนำ
C111
208 ประโยค
The Psychology of Power, Silence, and Self-Control! | Robert Greene
Business EnglishUniversity StudentsWorking Adults
C1166 ประโยค
Quick Thinks: A CLEAR Way Through Conflict
Business EnglishWorking Adults
C11
45 ประโยค
Deliver Hard News with Compassion
Business EnglishUniversity StudentsWorking Adults
C13
269 ประโยค
How The Top 1% Handle Hard Conversations
American AccentBusiness EnglishWorking Adults
C15
63 ประโยค
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C115
56 ประโยค
Making an Impact at Work | Liz Wiseman
Business EnglishWorking Adults
C12
111 ประโยค
04.a Stand Out - Effortless Business English
Business EnglishWorking Adults
C13
253 ประโยค
Stop Saying “You’re Wrong” at Work! Say This Instead | B1-C1
Business EnglishWorking Adults
C13
330 ประโยค
Shark Tank's Daniel Lubetzky: The Pitch Mistake That Loses Investors
Business EnglishWorking Adults
C13
141 ประโยค
5 Rules for Communicating Effectively with Executives
Business EnglishInterview EnglishWorking Adults
C16
71 ประโยค
How to Force Your Brain to Crave Doing Hard Things
Business EnglishUniversity StudentsWorking Adults
คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
บทเรียนฝึกพูดนี้ใช้วิดีโอ “How CEO’s Handle Difficult Conversations” เป็นสื่อ วิดีโอนี้มี 465 ประโยค และ 5076 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 26:07 ผู้พูดพูดเร็ว ประมาณ 194 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 85% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก
คำศัพท์สำคัญในวิดีโอนี้
คำที่ควรเรียนรู้ 15 คำจากวิดีโอ พร้อมคำอ่านและความหมาย:
| คำศัพท์ | คำอ่าน | ความหมาย |
|---|---|---|
| toxic คำคุณศัพท์ | /ˈtɒk.sɪk/ | เป็นพิษ |
| argue คำกริยา | /ˈɑɹ.ɡju/ | เถียง, ถก |
| emotion คำนาม | /ɪˈməʊ.ʃən/ | อารมณ์ |
| gorilla คำนาม | /ɡəˈɹɪl.ə/ | กอริลลา, ลิงกอริลลา |
| perception คำนาม | /pɚˈsɛpʃ(ə)n/ | การรับรู้ |
| consequence คำนาม | /ˈkɑn.sɪ.kwəns/ | ผล, ผลลัพธ์ |
| anchor คำนาม | /ˈæŋ.kəː/ | สมอ |
| negotiate คำกริยา | /nəˈɡəʊ.ʃi.eɪt/ | ต่อรอง, เจรจา |
| perceive คำกริยา | /pɚˈsiv/ | รับรู้, เข้าใจ |
| ignore คำกริยา | /ɪɡˈnɔː/ | เมิน |
| defend คำกริยา | /dɪˈfɪnd/ | ป้องกัน |
| mirror คำนาม | /ˈmiɹɚ/ | กระจก, กระจกเงา |
| silence คำนาม | /ˈsaɪ̯ləns/ | ความเงียบ |
| solve คำกริยา | /sɒlv/ | แก้, แก้ไข |
| edit คำกริยา | /ˈɛdɪt/ | แก้ไข |
ประโยคที่ควรฝึกพูดซ้ำ
ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:
- What do I want you to do?
- What do you think happens?
- How do you respond to disrespect?
- Have you guys seen this?
- How can I communicate better with you?
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | are perceived · are believed · is called |
| Relative clauses who / which + อนุประโยค — ข้อมูลเพิ่มเติมเกี่ยวกับคนหรือสิ่งของ | smarter, which is · people who display · well, which is |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | haven't noticed · haven't done · I've learned |
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 144 ครั้ง เช่น you're, don't, I'm ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: throat /ˈθɹoʊt/, mathematics /mæθ(.ə)ˈmæt.ɪks/, grandmother /ˈɡɹæn(d)ˌmʌðɚ/, ethical /ˈɛθɪkəl/
- เสียง “sh” และ “zh”: ownership /ˈoʊnɚʃɪp/, emotion /ɪˈməʊ.ʃən/, emotionally /ɪˈməʊʃənəli/, perception /pɚˈsɛpʃ(ə)n/, negotiate /nəˈɡəʊ.ʃi.eɪt/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: communicate /kəˈmjuːnɪkeɪt/, emotionally /ɪˈməʊʃənəli/, negotiate /nəˈɡəʊ.ʃi.eɪt/, intelligent /ɪnˈtɛlɪd͡ʒənt/, differently /ˈdɪf.ə.ɹənt.li/
เสียงที่คนไทยมักออกเสียงยาก:
- เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: belief /bɪˈliːf/, consequence /ˈkɑn.sɪ.kwəns/, perceive /pɚˈsiv/, silence /ˈsaɪ̯ləns/, solve /sɒlv/
- /v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: perceive /pɚˈsiv/, solve /sɒlv/, invisible /ɪnˈvɪzəb(ə)l/, naive /naɪˈiv/, whoever /huˈɛvɚ/
- /z/ — เสียงก้อง ไม่ใช่ /s/: invisible /ɪnˈvɪzəb(ə)l/, accusation /ˌæk.jʊˈzeɪ.ʃ(ə)n/, confused /kənˈfjuːzd/, anxiety /æŋˈzaɪ.əti/, exit /ˈɛɡzət/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง toxic, argue, emotion เป็นพิเศษ
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ