ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: How To Manage Your Time Like a CEO
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If you want to manage your time like the top 1%,
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you need to stop following the same old productivity advice and start using a system that rewires your brain.
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As a CEO, board member, and investor at some of the fastest growing companies, my life was a firefight for years.
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Every second mattered.
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I had to make time for what drives results, cut distractions, and stay in control when things got chaotic.
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Today, I'll share a simple system I used.
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Borrow what works for you so you can make time for what matters to you.
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But before you apply this system, there's one question that can help you cut through the avalanche of online advice.
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Everyone has the same 160 hours per week, right?
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Why do the top performers get dramatically more done without burning out?
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Jack Dorsey can run
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Twitter and Square simultaneously.
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In the same week you and I have, Elon Musk runs more than two companies.
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Same number of hours.
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These CEOs don't manage time.
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They manage their attention.
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If you just focus on the tactics of managing time, like batching and prioritizing and time blocking, that's great.
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But you will still miss the big picture.
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It's about applying what I call the 3 -2 -1 system.
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Here's how to do it.
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The first part of the system is the three roles.
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Most people fail at productivity because they're playing the wrong game for their level.
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Taylor Swift is a perfect example.
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In the early days, she wrote songs and she recorded songs.
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Today, she has to write, produce, record, perform, make music videos, run business operations, do philanthropy,
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manage brand partnerships, all of it while managing a global tour schedule.
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The time management system that worked for her early on would kill her productivity completely today
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because her game has changed and her role has changed.
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How she manages her time has to be completely reinvented.
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Marshall Goldsmith says the right thing.
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What got you here won't get you there.
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Habits that tend to work in simple phases of life actively harm you
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when you graduate to a role that demands complex responsibilities.
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That's what CEOs learn the hard way.
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If you want to manage your time like the 1 % elites, you have to understand the role you're playing right now.
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And there are three roles.
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Maker, marker, multiplier.
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First, maker.
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This is relevant when you're juggling handful of priorities or if you're an individual contributor.
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Your role mostly requires that you do everything yourself.
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Stay in late, stay in your lane, heads down, deep work, details, diligence.
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You have clear deliverables, clear timelines.
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Your time management has to build with that role in mind.
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Now, there are tons of folks I know around the world who love staying in
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that role throughout their entire career in tech, in finance, in pharma, research, several other verticals.
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And it's a totally acceptable path for time management and career management if that's what lights you up.
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But then some of you will want to graduate from maker to marker role.
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Now you have to manage 10 to 20 priorities in life all at once.
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You start managing a team.
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Maybe you have a life partner or a family.
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So in this phase, you can't touch every single thing on your own every single time.
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And you shouldn't.
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Think of it this way.
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You are transitioning from the maker to the marker mode.
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Everybody else in your team will produce research, code, business plans, whatever they're working on.
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But you are the marker.
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You're the editor.
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You give feedback.
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You give comments to refine their work.
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You don't take their work and start rewriting.
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You build processes that automate everything.
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You're doing and you're also delegating.
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That's the mix.
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The challenge in this phase is to understand what you can delegate and where you have to invest your own time.
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Anything that's mission critical to your project or your company or your brand, that's where you need to be totally hands -on.
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And from there, you graduate to the third role, the multiplier role.
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That's when you have 30, 40, 50 responsibilities.
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You're managing a very large team.
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In this phase, you have to become what
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Eric Schmidt calls the most expensive router
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because your job is not to create your job is not to review what other people create.
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Your job is to recruit, orchestrate, and align your team.
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You focus on connecting people.
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You make strategic bets.
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You route requests from one corner to the other corner of your team.
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You have to stop obsessing over every little detail and focus on the big picture.
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Taylor Swift, again, is a great example.
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Her early career was about being a maker.
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Today, she's a maker in music, but she's a multiplier across the rest of her life.
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The core insight here is that if you don't know what role you're playing, you'll manage your time the wrong way.
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Delegating when you're a maker and micromanaging when you're a multiplier are both recipes for failure.
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You, of course, have to come up with tricks and techniques to manage your time better, but only after you know what role you're in.
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Otherwise, your calendar will fill fast with the wrong things and you won't get anything done.
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Or, more alarmingly, no one around you will get anything done either.
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But the way you manage your attention is not just about the role you play.
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It's also about which zone you're in.
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The second part of the system is about two zones.
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Airbnb's founder almost killed the company by following textbook time management advice.
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So from 2016 to 2020, Airbnb's founder, Brian Chesky, did what every business school,
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every business book, and every VC will tell you to do hire great people and get out of their way.
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Let them do their magic.
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Nothing wrong with that advice because when he was doing that, the business was growing.
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Brian was enjoying the multiplier role.
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But around year 2020, Airbnb's growth started slowing down.
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Costs started exploding.
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COVID had changed the dynamics of every business, including Airbnb.
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Chesky had to make a difficult decision step in, get his hands back on the wheel, and steer the ship through the icebergs.
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He removed layers of leadership to make the company lean and flat.
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He got deeply involved in product, in every critical decision, every important detail.
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And the result?
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The company delivered over 500 product improvements in just three years.
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Airbnb went back to being a profitable company.
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That's how the zones affect your time management and your priorities.
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There are two zones, wartime and peacetime.
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When Airbnb was collapsing, that was wartime.
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That's when you have to roll up your sleeves and get in there.
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Once the company stabilizes, step back again, become a multiplier.
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The key insight is that your zone dictates your role.
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War time zone can force you to move from a multiplier to a marker or from a marker to a maker.
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Your system has to be this dynamic.
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You've got to know which zone you're in and act accordingly.
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When you're building a startup or when you're in a tough market or swimming in the red ocean with sharks, it's war time.
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And when you're in war time, all bets are off.
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But even if you master your role and your zone.
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There is one final piece that separates the top 1 % from everyone else.
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The third and final piece of the system is the one non -negotiable.
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I've seen many CEOs struggle with this until one brutal question changes everything.
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When I served as the CEO of our AI company a few years ago, I had a great team,
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the timing was great, and we had a great product.
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So we were one of the top 20 fastest growing tech companies in the US, according to Deloitte Fast 500.
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And we were absolutely in war time zone.
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Every day was just plain chaos.
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And every night I would stay up wondering if we can hire the right people fast enough,
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whether our customers were delighted to have us as their partners.
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And then I started realizing that I was becoming a bottleneck in every decision.
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I had to ask myself that one question.
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What is the one thing that only I can do?
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That one thing I should focus on while I delegate everything else.
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And I thought about it and I realized that we were growing because of our mission.
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If I could focus on building relationships with our people and with our customers,
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then I could articulate our mission even more clearly.
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I focused on that one thing, relationships.
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On recruiting, on culture, on internal communication,
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on customer partnership, every touch point that helped me build the relationships.
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The rest of it, I delegated.
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I still had daily stand -ups with our C -level team.
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We had our weekly leadership meeting, product meetings.
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tech meetings, finance meetings.
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That's the operating rhythm of the company and you need that to build the execution muscle.
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But for me personally, my proactive focus was on that one thing that I couldn't delegate,
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which was building mission -driven relationships.
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Now, I'm not sharing this to show off or anything, but to showcase how you can put your CEO hat on.
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Your three -two -one system is about three roles, two zones, one non -negotiable.
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You have identified your one non -negotiable, but how do you actually delegate everything else without it all falling apart?
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The best leaders don't manage time, they manage trust.
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Steve Jobs and Johnny Ive are the gold standard when it comes to this.
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Johnny Ive was the chief design leader at Apple and he designed iPod and iPhone, iPad, Apple Watch.
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These were complex tasks, right?
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The designs had to be tasteful, but they had to keep in mind the cost.
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Cost of manufacturing, cost of supply chain, all of that.
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So Steve Jobs and Johnny would meet every day for lunch, and then they could go for a walk,
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and they would talk about business, design, aesthetics, art.
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Steve would ask deep questions.
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He would review everything.
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Every detail mattered to him.
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But here's the thing.
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Johnny never felt micromanaged.
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Why?
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Because Steve Jobs was there as a partner, not as a boss.
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He was in the details to learn everything, not to control everything.
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And that's what most people miss when they move from doing to delegating.
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Because leading is not about time management, it's about trust management.
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You review things, but to coach.
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You connect, but to provide context.
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You step in, but to unblock others.
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So your time management, outside of your own deep work, is spent on developing and managing trust.
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And how do you find the right rhythm for delegation?
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It depends on three things.
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If your teammate is new to the task, work alongside them.
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Build trust by giving comfort.
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If they have some experience, guide them closely, review steps, but build trust by giving clarity.
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And if they're experts, step into unblock.
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Build trust by giving context.
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That's what Steve Jobs was doing with Johnny Ive.
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If new hires get too much freedom, they will fail.
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And if experienced people get micromanaged, they will quit.
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You lose both ways.
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So that's trust management.
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Trust speeds up everything.
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And remember, you don't need to be a CEO or a founder to apply any of these ideas, right?
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You can still apply to your calendar with your teammate, to your roommate, your partner, your spouse, your kids, whoever.
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So here's what I would invite you to do this week.
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Pick any of the following.
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Define your role, name your zone, write your one non -negotiable, or delegate one repeatable task.
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And remember Remember the eternal principle.
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You cannot control time.
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You can only steward the time you have.
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In the end, good time management helps you make time for what matters to you personally, things that bring you joy and happiness,
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because your time is finite.
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If you liked this video, I hope you find time for another one here that I think you will enjoy.
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See you next week.
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Thank you and I love you.
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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
บทเรียนฝึกพูดนี้ใช้วิดีโอ “How To Manage Your Time Like a CEO” เป็นสื่อ คำที่ถูกพูดซ้ำบ่อยที่สุด: role, manage, zone, management, maker วิดีโอนี้มี 192 ประโยค และ 2031 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 13:42 ผู้พูดพูดด้วยความเร็วสม่ำเสมอ ประมาณ 148 คำต่อนาที เหมาะกับการฝึกพูดตาม 85% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก
คำศัพท์สำคัญในวิดีโอนี้
คำที่ควรเรียนรู้ 15 คำจากวิดีโอ พร้อมคำอ่านและความหมาย:
| คำศัพท์ | คำอ่าน | ความหมาย |
|---|---|---|
| delegate คำนาม | /ˈdɛlɪɡət/ | ตัวแทน, ผู้แทน |
| founder คำนาม | /ˈfaʊ̯n.dəː/ | ผู้สร้าง, ผู้ก่อตั้ง |
| priority คำนาม | /pɹaɪˈɒɹɪti/ | สิทธิไปก่อน, ความสำคัญ |
| hire คำกริยา | /ˈhaɪɹ/ | จ้าง |
| productivity คำนาม | /ˌpɹɒdʌkˈtɪvəti/ | ผลิตภาพ |
| connect คำกริยา | /kəˈnɛkt/ | เชื่อม, ต่อ |
| calendar คำนาม | /ˈkæl.ən.də/ | ปฏิทิน |
| rhythm คำนาม | /ˈɹɪð.əm/ | จังหวะ |
| wartime คำนาม | /ˈwɔː(ɹ)taɪm/ | ยามสงคราม |
| harm คำนาม | /hɑːm/ | ความเสียหาย |
| technique คำนาม | /tɛkˈniːk/ | เทคนิค, กลเม็ด |
| happiness คำนาม | /ˈhæpinɪs/ | ความสุข |
| muscle คำนาม | /ˈmʌs.əl/ | กล้ามเนื้อ, กล้าม |
| plain คำนาม | /pleɪn/ | ที่ราบ |
| strategic คำคุณศัพท์ | /stɹəˈti.dʒɪk/ | ยุทธศาสตร์ |
ประโยคที่ควรฝึกพูดซ้ำ
ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:
- Today, I'll share a simple system I used.
- What got you here won't get you there.
- You don't take their work and start rewriting.
- You're doing and you're also delegating.
- You're managing a very large team.
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| ประโยคเงื่อนไข if + อนุประโยค, will/would + กริยา — เงื่อนไขและผลลัพธ์ | if experienced people get micromanaged, they will quit |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | has changed · I've seen · have identified |
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 34 ครั้ง เช่น you're, don't, they're ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: rhythm /ˈɹɪð.əm/, aesthetics /ɛsˈθɛt.ɪks/, philanthropy /fɪˈlæn.θɹə.pi/
- เสียง “sh” และ “zh”: partnership /ˈpɑɹtnɚʃɪp/, transition /tɹænˈzɪʃ.ən/, execution /ˌɛk.sɪˈkjuː.ʃən/, delegation /dɛlɪˈɡeɪʃən/, showcase /ˈʃoʊˌkeɪs/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: priority /pɹaɪˈɒɹɪti/, productivity /ˌpɹɒdʌkˈtɪvəti/, execution /ˌɛk.sɪˈkjuː.ʃən/, acceptable /əkˈsɛp.tə.bəl/, simultaneously /ˌsaɪmlˈteɪnɪəsli/
เสียงที่คนไทยมักออกเสียงยาก:
- เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: happiness /ˈhæpinɪs/, muscle /ˈmʌs.əl/, principle /ˈpɹɪn.sɪ.pəl/, acceptable /əkˈsɛp.tə.bəl/, chaos /ˈkeɪˌɑs/
- /v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: productivity /ˌpɹɒdʌkˈtɪvəti/, whoever /huˈɛvɚ/, invest /ɪnˈvɛst/, invite /ɪnˈvaɪt/, actively /ˈæktɪvli/
- /z/ — เสียงก้อง ไม่ใช่ /s/: transition /tɹænˈzɪʃ.ən/, prioritize /pɹaɪˈɒɹ.ə.taɪz/, stabilize /ˈsteɪ.bəˌlaɪz/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- พูดตามทีละประโยคด้วยความเร็วปกติ ทำซ้ำแต่ละประโยคจนจังหวะของคุณตรงกับผู้พูด
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง delegate, founder, priority เป็นพิเศษ
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ