ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: How To Speak Like A Top 1% CEO
กำลังสร้างบทเรียน...
1
Hi, and welcome back to The Big Deal Podcast.
2
I'm Cody Sanchez.
3
If you want to be respected for your words to carry weight, then this episode is for you.
4
I'm breaking down the communication techniques, the top 1% used to get people leaning in, not tuning out.
5
By the end, you'll know how to stop sounding like everyone else and start speaking like the leader people want to follow.
6
So today, I want you to steal my confidence and respect.
7
First, speak in headlines.
8
Start with the point, not the preamble.
9
I obsess on my first sentence.
10
Why?
11
Executives don't waste time on throat clearing or setting up a big runway before they get to the takeoff.
12
By giving the headline first, you frame the conversation and make people lean in instead of tune out.
13
This is also how you never have somebody repeat your idea to a group of people
14
and be able to take credit for it again, right?
15
When you speak decisively and you say something in front of a group, it would be ridiculous for somebody else to reframe your ideas and take them as your own.
16
This is called decisive speech.
17
Here's what that means.
18
Clear, direct statements, limited hedging, and using few qualifiers or apologies.
19
That's really signaling, I am competent.
20
Let's say you want to talk to someone for a few minutes.
21
You're trying to get a few seconds with them, a boss, a coworker.
22
I brought this up last week.
23
And what I think we should do instead is probably talk about this a little bit more, or we could table it and talk about it later.
24
Can I steal a few minutes?
25
Is now a good time?
26
Hey, can we talk about that?
27
A good time for what?
28
Why?
29
Why do you need to steal my minutes?
30
Where are they going?
31
What you don't realize?
32
Most people sound like that.
33
You instead will sound something like this.
34
I have a problem that is leading to misrevenue.
35
Can we discuss no longer than five minutes?
36
Or I found a problem.
37
I have a solution.
38
I need 30 seconds to get an okay for it.
39
The formula is what?
40
What's wrong?
41
Why does the other person care?
42
How long will you bother them?
43
The real issue here is marketing.
44
It's not moving fast enough.
45
We need to replace these two hires.
46
The budget is too low.
47
If we do these three things, work in 24-hour cycles, spend one hour a day recruiting, increase the budget, we will win.
48
That is how you get people to listen to you.
49
Warmth and competence.
50
It's not how smart, rich, or pretty you are.
51
Respect is about how fast you can signal, I'm a friend, which is trust and warmth, and you can rely on me, competence.
52
The faster you can signal those two things, the more people like you and respect you.
53
I learned this from the number one behavioral psychologist I know, Vanessa Van Edwards.
54
There are warmth cues, that means like smiling, nodding, for instance.
55
A fun one is the slow triple nod, which is like this.
56
the other person speaks 67% longer.
57
That's because it is a nonverbal way to say, I hear you.
58
I see you.
59
Tell me more.
60
If instead you go, uh-huh.
61
Three fast shakes like that.
62
What is that signaling?
63
Okay.
64
I'm moving along.
65
I'm ready to go.
66
Let's keep talking here about something else.
67
You do three little nods, a pause, and that signals, hey, I'm warm.
68
I want you to keep listening.
69
Another warmth cue is a head tilt.
70
So you could say, I have some news.
71
Straight shoulders, no movement, I have some news.
72
That is a competent way to do it, but not warmth.
73
A warmth cue would be like, I have some news.
74
What are the two things that change?
75
Head tilt and a lift to the shoulders.
76
Now, more competence cues for those of you who are listening, which is probably the most important thing you can do, is confident posture.
77
So that's standing tall, shoulders back, occupying space shows certainty, credibility.
78
Not hands below the table, hands in lap, hands hidden.
79
Instead, hands on the table or the microphone showing straight up and shoulders back.
80
Another way to show competence, steepling of the fingers.
81
I'm listening.
82
I'm thinking about that.
83
What do we think we could do there?
84
It's not like this though.
85
That looks creepy.
86
This is a classic gesture.
87
What it basically means is, hey, I'm self-assured.
88
Next, cut words, add weight.
89
You want to use fewer words, but make them sharper.
90
We'll double revenue in 12 months.
91
Okay, that is better than we have a plan to increase revenue significantly over the next year.
92
Like what's significantly?
93
When next year?
94
We want numbers, data, and credentials.
95
So when we mention certifications, awards, supporting ideas with numbers, it reinforces our expertise.
96
So we don't have to be better or smarter.
97
The numbers do that for us.
98
Data plus brevity signals confidence and it makes every word carry weight, which commands attention to us.
99
So if I was a boss and I said, tell me what you're going to do about this problem, a bad example would be something like,
100
well, I think maybe what we should do next is try,
101
new hiring processes, or maybe we could talk to so and so about that person that they knew last week.
102
I'm not really sure.
103
Can I get back to you?
104
Bad answer.
105
A good answer is pause.
106
My gut reaction, which allows you to back out of it later if you find a better reaction.
107
My gut reaction is, first step, we go and we talk to this person.
108
Second step, we write down the findings.
109
Third step, we come back together in 24 hours for an assessment
110
because I don't want to make too quick of a decision.
111
What do you think?
112
Great.
113
You've basically non-committed just as much as the other person has, but you sound like you have authority even while you're saying, I don't know, I got to talk to a couple of people.
114
It'll probably take me day or two, right?
115
Instead, we're pausing, we're framing, and we're saying we're going to regroup at a date, time, and checking for understanding.
116
Speak like you want to be heard.
117
This falls into three categories.
118
I call it the get.
119
Gestures, eyes, tone.
120
So you get heard.
121
So let's talk about gestures first.
122
Gestures need to be precise.
123
Using clear, purposeful hand gestures like finger steeping indicates deep thinking and self-assurance.
124
So we want to really use our hands in an intelligent way.
125
Authoritative vocal tone, speaking with a lower pitch, projecting the voice, avoiding filter words like,
126
ah, like, signals confidence and confidence.
127
Narrowing your eyes briefly signals, I'm thinking about this.
128
I'm really focusing on what you're saying.
129
I've got active engagement and analysis.
130
A bad example of a tone, especially for women, sounds like this.
131
Hi, my name is Cody.
132
I'm really excited to work here today.
133
I have worked in marketing for the past 10 years.
134
What am I doing there?
135
Well, I'm getting an uptick at the end of each sentence.
136
Very normal for women to do.
137
Instead, what would I want to do?
138
Hi, my name is Cody.
139
I've been working in marketing for the past 10 years.
140
I'm really excited about what we're going to do here next.
141
I can still smile.
142
I can still nod.
143
But my tone is flat and a little bit lower than normal.
144
If you hear me talk every single day, it probably sounds like, hey, what's going on?
145
Hey, guys, how are you?
146
Like, God, I'm so excited to see you.
147
This podcast is going to be so great.
148
That's what I normally sound like.
149
When I'm trying to be competent, I'm not going to be that.
150
I'm going to be one octave lower, and I'm going to be a little bit flatter.
151
When I'm talking to somebody, I'm not trying to be competent.
152
My eyes are big.
153
They're like, I'm curious.
154
I want to know more about that.
155
This face does not make you feel like I'm competent.
156
This face does.
157
So I am going to really focus in.
158
I'm almost going to picture a pinprick of my attention going to that other person.
159
It's signaling I'm listening, but you're going to have to prove to me what you're talking about.
160
Next, master the pause.
161
What to do.
162
After delivering a key point, stop talking.
163
This is where we let the silence work.
164
Why?
165
Pauses, they create gravity.
166
They make your words echo longer and show you're comfortable owning the room without filling space.
167
Let's try.
168
Let's say you have something really hard to say to a group and you need to say something like, we're not talking about the right things.
169
I might say something like, I think we all know we're not talking about what we need to.
170
Pause.
171
Look around the room.
172
Get in people's eyes.
173
At this point, most people keep talking because they're worried that somebody is going to jump in.
174
You don't have enough competence or authority for people to wait for you to pause dramatically.
175
So how do you fake that authority if you don't have it?
176
You go like this.
177
I think we all know we are not talking about the right thing put up a finger.
178
This is basically telling them non-verbally to wait.
179
And if you see somebody jump in, you just push the finger out a little bit more intensely.
180
This allows you to hold the frame.
181
If somebody starts to speak, you shake it a little bit more formally.
182
When I do this in my head, I like the count to five as an example.
183
So I think we all know that we're not talking about what we need to.
184
One, two, look around the room, three, four, five.
185
Uncomfortable.
186
Then I give an example, then I release the finger, and I keep going.
187
Try this in your next meeting.
188
It will blow you away by how much more people will actually listen to what you have to say.
189
Next, tell stories, not stats.
190
Use a narrative.
191
We almost lost that company because of one bad hire.
192
Is much better then?
193
Well, turnover rose by 12% last year.
194
Why?
195
Humans follow stories, not spreadsheets.
196
Stories are sticky.
197
Numbers slide off.
198
CEOs weave both, but stories always lead.
199
Historically, we call this passing through parable.
200
At my company's, I have a saying, which is, show me, don't tell me, which means that I want to hear the story, I want to see the data, and I want it backed by numbers.
201
When you have those three, we can get to solutions.
202
But I don't just want you to talk about it.
203
I want you to show me.
204
Let's say you're trying to get a friend to listen to you.
205
You've talked to this person a million times about something that they should do differently in their life, and they have never listened to you to date.
206
I would put a few in these into effect.
207
Let me tell you what a bad example sounds like.
208
Well, you've dated this guy a few times.
209
Do you really think it's going to go well if you keep dating him?
210
Don't you think we've kind of learned our lesson here?
211
Do we want to really date him again?
212
What are we doing?
213
That's like questions.
214
You're not holding the frame.
215
You're not pausing.
216
What would a good example look like?
217
Mary, I remember about six months ago, you called me in the middle of the night crying.
218
You were despondent.
219
I could barely understand what you were saying.
220
You really couldn't speak because you were crying so hard.
221
I thought maybe somebody had died, but that was the night that you called and told me
222
that he cheated on you and that she would never speak to that man again.
223
And now here we are six months later when the tears are dried and you're going back to him.
224
Do you feel the difference between the two?
225
One is like, yeah, well, you've already done this again.
226
Are we going back?
227
Whatever.
228
The second you will remember.
229
So take a moment and become a storyteller.
230
Over the past 90 days, we've grown by over 60,000 subscribers, which is crazy.
231
And still, less than half of our viewers are subscribed.
232
So if you could double check your subscribe below, that would be incredibly helpful for the show.
233
You truly are a big deal to me.
234
Let's jump back in.
235
Next, use the three-point rule.
236
So what to do?
237
Frame everything in threes.
238
This one's super easy and super powerful, so use it wisely.
239
If I wanted to get somebody to follow my framework on something, I might say, here's the opportunity, the risk, and the next step.
240
I don't even have to say one, two, three.
241
I could just show it with my fingers.
242
But I know that it will frame my brain a specific sequence that other people can remember.
243
Why?
244
The brain loves patterns.
245
And we like patterns of three.
246
You know, the Father, Son, the Holy Ghost.
247
It feels complete, memorable, and persuasive without overwhelming people.
248
Really easy to remember three, hard to remember four, very difficult to remember five.
249
And if you probably haven't noticed, I've been doing that a lot in this video.
250
Anytime you can insert rules of three and what I call named and framed segments, your speech will be better.
251
So let's say for instance, somebody is doing something really stupid and you want to tell them, wow, that's so stupid.
252
And there are all these underlying reasons why that's so stupid.
253
And we should never do that.
254
Instead, you might say, let's get to first principles on this.
255
let's get to foundational principles on what we're talking about here.
256
You're basically saying, can we take a step back to really see what's going on?
257
Let's get to second and third order effects, which is a fancy way of saying, what are the repercussions of the actions?
258
If we do that, what's going to happen next?
259
I believe that what's happening right now is a lack of urgency bias.
260
What you're really saying is, I think you guys are slow, like really slow.
261
But because we frame it in this fancier way, it's harder to push back on.
262
Next, command the frame.
263
Define the lens others see the conversation through.
264
Example, somebody says something to you and they're like, we shouldn't spend that money.
265
I don't want to.
266
Instead of saying, no, we should spend that money.
267
No, I disagree with you.
268
You say, this isn't about money.
269
It's about survival.
270
This isn't about cost.
271
It's about happiness.
272
This isn't about money.
273
It's about our family.
274
What are you doing?
275
Well, whoever controls the frame controls the debate.
276
In communication, this means not letting somebody else take your frame.
277
You never want to respond with that.
278
Not right.
279
No, no, we're not going to do it that way.
280
I didn't say that.
281
Instead, you would say, that's a separate issue, Matt.
282
Let's focus on the core problem.
283
What you're basically saying is, I don't want to talk about that.
284
I want to focus on this other issue.
285
But you're doing it without ever having to debate and get into the, no, no, I disagree with you, which is really a childish way to try to communicate.
286
The last part of this that's really important is the way you communicate when we are frame breaking.
287
How people will not allow you to steal their frame is when you fake it.
288
So be really careful about saying, let's focus on the core problem, Matt.
289
It's not really that.
290
This little side smirk here.
291
This is an immediate signal of condescension.
292
I don't like you.
293
I think you're dumb.
294
Or Matt, that's not really the core issue here.
295
You know, what we're trying to do is something else.
296
This is a fake smile and it's visceral.
297
Like, do you guys feel it?
298
Like, I'm so happy that we're hanging out.
299
You're like, no, you're not.
300
You hate me.
301
Like you don't even have to say anything.
302
Instead, you need to either turn it off or turn it on.
303
Fake.
304
I'm so happy to be here.
305
No, you're not.
306
I can tell.
307
I'm so happy to be here.
308
I actually have no emotional difference right now between the two.
309
I'm just committed to the bit, right?
310
I'm so happy to be here.
311
And if you can't be happy in the moment, then think about something that makes you happy and plaster that on your face instead.
312
But be really careful with the feelings of condescension coming out on your face.
313
Next, project calm certainty.
314
People trust leaders who seem unshakable.
315
I find certainty to be contagious.
316
Even if you're still figuring things out behind the scenes, be the duck gliding above the water, even though underneath you are paddling like a crazy motherfucker.
317
Now, this is very unpopular for the internet, but I'm just gonna tell you the truth.
318
There is no crying in business.
319
Do not cry in meetings when things are going sideways.
320
Do not believe the influencers that tell you that that's okay.
321
Do not show weakness.
322
From an emotional deregulation standpoint, it is not okay to cry.
323
Now, if somebody dies, if you hurt yourself, perfectly fine.
324
If you have something else in your life that just hurts in that moment, okay, of course.
325
But you do not cry because you are frustrated like a small child at your inability to communicate properly in work settings.
326
you allow somebody else to cry.
327
You pass them the tissue.
328
You say, hey, no problem.
329
Take your time.
330
But that's not you because that is not a 1% move ever.
331
Every single leader that I have seen cry in business is not a leader for very long.
332
Business does not allow for crying.
333
You can hate me on the internet for this, but your bank account will love me.
334
Next, name the elephant.
335
Call out the obvious thing when no one wants to.
336
So if you're sitting in a meeting, like I often am, and everybody's sort of talking around the issue, right?
337
There's this big hairy elephant in the middle of your meeting room.
338
I want you to try out saying it.
339
Guys, are we not hitting our sales numbers because our product isn't good enough yet?
340
That's phase one.
341
We're saying it as a question.
342
We also use the word guys as an opener.
343
It's like, I'm not saying it.
344
It's a question.
345
Guys means it's a question we all have, isn't it?
346
If you have a stronger frame and more authority, you can say, we're not hitting our numbers because our product isn't good enough yet.
347
Now, I did a couple really subtle cues there.
348
I look to the side.
349
I put up my shoulders.
350
I do a little, all of that is a stage two.
351
And if you want the highest frame, you would say, we are not hitting our numbers because our product is not good enough yet.
352
straight to frame, serious, no side.
353
Anytime you like lift up, side, side smirk, all of that, warmth cue as opposed to competence cue.
354
Now, leaders earn respect by voicing uncomfortable truths.
355
It breaks tension.
356
It actually makes people believe in you more than anyone else in the room.
357
You should really try it in a room where everybody else is doing the PC thing.
358
If you can find that there is a truth that nobody is talking about, and especially if the truth maybe is on you.
359
That's the ultimate.
360
You know what I think the real problem is, guys?
361
I think I made the wrong call on this.
362
We should have done this.
363
We did this instead.
364
So I'm going to have this outcome.
365
I'm going to take my burden of this.
366
What else should we have done differently?
367
If you are going to do this one, you better be right.
368
And two, you need to find your ally who already wants you to say the quiet part out loud, but maybe is scared to do it or really needs somebody else to do it.
369
This is also where power dynamics come in.
370
So you're going to need to understand who your allies are ahead of time.
371
Often in meetings, this means that you talk about the meeting before the meeting to game plan.
372
Never feel bad at thinking that top 1% communicators are born with it.
373
That's not true.
374
We prep.
375
The way that you get to the top 1% is you prep more than the other 99% do.
376
And finally, end with a command.
377
Always finish with a clear action.
378
Here's what happens next.
379
By Friday, I want us to decide this.
380
Why?
381
Influence without direction, just noise.
382
CEOs do not leave conversations open-ended.
383
They move people to act.
384
A little extra add-on for you guys.
385
Ask dangerous questions.
386
Lots of people ask safe questions.
387
How's everyone feeling about this?
388
How was your weekend?
389
Instead, get a little sharper.
390
What's the one risk that could kill this deal?
391
because real leaders don't just talk, they provoke thought.
392
Questions like this make people take you seriously because they can tell you what the truth's not just to dodge.
393
Sometimes the most authoritative thing you can do is say, I don't know, but I think we can find the answer to this question.
394
And if we do, we will find the answer to everything.
395
That is a hard question.
396
Also, if you don't know if you are competent or warm leaning, let me give you a little piece of homework.
397
Let's say you can't tell if you're going to become a top one percenter
398
because you don't know what you need to lean into more.
399
Go to your email.
400
I learned this from Vanessa.
401
See how many warm versus cold indicators you have.
402
What does that mean?
403
In an email, look at the words.
404
Warm words are words that trigger oxytocin, the happiness drug.
405
So that's like cheers, collaborate, learn, emojis, thank yous, exclamation points, smiley faces.
406
Competent words are words like achieve, mastery, results, outcomes, data, charts, graphs.
407
The truth is that best leaders have both.
408
They use warmth and competence, and they use them like a scalpel, not a sledgehammer.
409
But almost every person I've ever met has one side more dialed than the other.
410
If you guys haven't noticed, I am high on competence.
411
I actually am pretty low on warmth.
412
I get serious, and when I'm serious about things, I have a very serious face.
413
And so I kind of am thinking about things.
414
I'm not smiling so much.
415
I need to work on my warmth cues because people could be intimidated by me or scared of me, which I've heard.
416
And so every single one of us is going to be somewhere on this spectrum.
417
The top 1% is both aware and then they prepare.
📺 ช่องเดียวกัน
B26
You Don't Need Capital
Business EnglishWorking Adults
B23
Stop Being Nice: The C.L.E.A.R. Method for Earning Respect
Business EnglishWorking Adults
C11
How To Set Goals For 2026 That You’ll Actually Follow Through On
Business EnglishUniversity StudentsWorking Adults
B27
5 Habits Constantly Draining Your Energy | Yung Pueblo
Daily ConversationWorking Adults
C11
How Discipline Makes You Attractive? | NEUROSCIENTIST
Business EnglishUniversity StudentsWorking Adults
B24
How to Speak Better Than 99% of People (5 Frameworks)
Business EnglishInterview EnglishUniversity Students
B29
Stop Rambling: The 3-2-1 Speaking Trick That Makes You Sound Like A CEO
Business EnglishInterview EnglishUniversity Students
C118
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
✨ วิดีโอแนะนำ
B24
219 ประโยค
How To Speak Like A Billion-Dollar CEO
Business EnglishWorking Adults
C11
660 ประโยค
The Wolf of Wall Street’s Secret Sales Method (Revealed)
Business EnglishWorking Adults
C12
73 ประโยค
Shadowing Practice | C1 (Advanced) 60 Sentences & Phrases for Business English | American Accent
Business EnglishWorking Adults
B23
74 ประโยค
The 1% Rule
Business EnglishWorking Adults
C13
53 ประโยค
Stop Getting Rejected By Your Boss (Copy This Framework)
Business EnglishWorking Adults
B21
845 ประโยค
How to Stop Being Overlooked & Start Getting What You Want With Top Business School Professor
Business EnglishInterview EnglishWorking Adults
B22
377 ประโยค
You’ll Beat 99% of Realtors on Listing Presentations If You Say This!
Business EnglishWorking Adults
C19
259 ประโยค
The 3 Things You Need to Speak Confidently at Work
Business EnglishWorking Adults
B21
117 ประโยค
Speak English Fast with JEFF BEZOS | Business English Shadowing & Pronunciation Practice (#32)
Business EnglishWorking Adults
B21
341 ประโยค
REPLACED BY RETHINKS How to Pitch Anything: 10-20-30 Rule by Guy Kawasaki
Business EnglishUniversity StudentsWorking Adults
B21
179 ประโยค
Design The Perfect Offer in Under 10 Minutes
Business EnglishWorking Adults
คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
วิดีโอนี้มี 417 ประโยค และ 3878 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 21:04 ผู้พูดพูดเร็ว ประมาณ 184 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 85% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก
คำศัพท์สำคัญในวิดีโอนี้
คำที่พบไม่บ่อย 15 คำจากวิดีโอ พร้อมคำอ่านและความหมาย:
- gesture /ˈd͡ʒɛs.t͡ʃɚ/ (คำนาม) — ท่าทาง. A motion of the limbs or body, especially one made to emphasize speech.
- finger /ˈfɪŋɡɚ/ (คำนาม) — นิ้ว. A slender jointed extremity of the human hand, (often) exclusive of the thumb, and the corresponding part, irrespective of including a thumb, in many other…
- steal /stiːl/ (คำกริยา) — ขโมย, ลัก. To take illegally, or without the owner's permission, something owned by someone else without intending to return it.
- hire /ˈhaɪɹ/ (คำกริยา) — จ้าง. To obtain the services of in return for fixed payment.
- sharp /ʃɑɹp/ (คำคุณศัพท์) — คม, แหลม. Terminating in a point or edge, especially one that can cut or pierce easily; not dull, obtuse, or rounded.
- happiness /ˈhæpinɪs/ (คำนาม) — ความสุข. The emotion of being happy; joy; elation.
- principle /ˈpɹɪn.sɪ.pəl/ (คำนาม) — หลัก, คติ. A fundamental assumption, fundamental law or guiding belief.
- shake /ˈʃeɪk/ (คำกริยา) — เขย่า. To cause (something) to move rapidly in opposite directions alternatingly.
- tune /tjuːn/ (คำนาม) — ทำนอง. A melody.
- uncomfortable /ʌnˈkʌm.fɚ.tə.bl̩/ (คำคุณศัพท์) — ไม่สะดวก. Not comfortable; causing discomfort.
- podcast /ˈpɑdˌkæst/ (คำนาม) — พอดแคสต์, พอดคาสต์. A program, especially an audio program, produced on a regular basis, delivered over the Internet in a compressed digital format and designed for playback on…
- elephant /ˈɛlɪfənt/ (คำนาม) — ช้าง, คชสาร. A large mammal of the family Elephantidae in the order Proboscidea, having a trunk, and native to Africa and Asia.
- headline /ˈhɛd.laɪn/ (คำนาม) — หัวเรื่อง, หัวข่าว. The heading or title of a magazine or newspaper article.
- earn /ɝn/ (คำกริยา) — หาเงิน. To gain (success, reward, recognition) through applied effort or work.
- chart /t͡ʃɑɹt/ (คำนาม) — ผัง, แผนผัง. A map illustrating the geography of a specific phenomenon.
กริยาวลีที่คุณจะได้ยิน
- come back (คำกริยา) — กลับมา. To return to a place.
- go back (คำกริยา) — กลับไป. To return to a place or state after having been there at a previous time.
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 124 ครั้ง เช่น I'm, you're, don't ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: warmth /wɔɹmθ/, bother /ˈbɑðɚ/, throat /ˈθɹoʊt/, underneath /ˌʌndɚˈniθ/, authoritative /əˈθɔɹɪˌteɪtɪv/
- เสียง “sh” และ “zh”: sharp /ʃɑɹp/, shake /ˈʃeɪk/, tissue /ˈtɪʃ.(j)u/, tension /ˈtɛnʃən/, assure /əˈʃʊɹ/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: communicate /kəˈmjuːnɪkeɪt/, differently /ˈdɪf.ə.ɹənt.li/, uncomfortable /ʌnˈkʌm.fɚ.tə.bl̩/, ridiculous /ɹɪˈdɪk.jə.ləs/, incredibly /ɪŋˈkɹɛdɪbli/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง gesture, finger, steal เป็นพิเศษ
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| ประโยคเงื่อนไข if + อนุประโยค, will/would + กริยา — เงื่อนไขและผลลัพธ์ | if we do, we will find |
| Present perfect continuous have/has been + -ing — การกระทำที่เริ่มก่อนหน้านี้และยังดำเนินอยู่ | I've been working · I've been doing |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | have worked · You've talked · you've dated |
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | be respected · is called · be heard |
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ