ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: You're procrastinating 80% of your time (here's how I fixed it)
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I'm gonna be honest, I'm pissed off.
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I'm annoyed that nobody told me what I'm about to tell you earlier in my career.
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And it all makes sense now.
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It makes sense as to why some people through history have been so unbelievably productive, while other people don't seem to make much progress at all.
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And it comes down to this idea that I'm about to tell you, which is called signal versus noise.
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And I'm gonna show you how to implement it into your life.
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Oh, and also there's this essay that I read called Do Things That Don't Scale.
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I read it like a decade ago, It's changed my life so much.
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So many of you are building things and you need to know this essay.
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So stay with me.
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Stay with me, guys.
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Okay, we can do this.
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Just give me 10 minutes of your time, max, okay?
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Okay, I have to tell you this, probably to share it with you, but also probably because I've just learned something about productivity, entrepreneurship, building, success, which I can't get out of my head.
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I just had Kevin O'Leary on the podcast, who's the shark from Shark Tank USA, and he punched me in the face with a point
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that he made about his experience with Steve Jobs
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and how Steve Jobs has this ability to understand what the signal is versus the noise.
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I used to work for Steve Jobs in the early 90s making all of his educational software.
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There's a concept that he understood
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that very few people focused on back then in the early 90s of signal to noise ratio.
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His vision of signal was the top three to five things you have to get done in the next 18 hours.
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You're going to get those three things or those five things done that you have deemed critical for your mission.
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They must get done today.
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Anything that stops you from doing that is the noise.
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So the signal to noise ratio to be successful for Steve Jobs was 80-20.
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80 signal, 20 noise.
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And as he was saying it, I realized that it's like very much the missing piece in my life at the moment
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because as a creative and as someone who has so many ideas,
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sometimes I think I waste my energy pursuing things that are not the signal, are not the most important thing to get done today.
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And I think we can probably all relate to the fact
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that sometimes we wake up in the morning with one particular plan
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and then our emails happen and WhatsApp happens
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and we end up drifting off into the noise
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and we've lost a day which is taken away from the signal because life is a zero-sum game.
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There is a finite amount of things that we can be doing and it just made me think, fuck, do you know what I should do?
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What I should do is I should organize everything that I have to do today, every task that comes in into one of two columns.
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The signal column, which is the most important things, the things that I woke up this morning focused on and a noise column.
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And so that's what I've done.
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I've just, as you can see over there on my laptop, I've basically organized my tasks today into one of two columns.
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There's a signal column and there's a noise column and everything
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that comes onto my desk today and all the things
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that I have buzzing around in my head
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and on my to-do list are now going to fall into one of those two columns.
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Things that I have to do, things that I have to get done today because they're the most important stuff to move me towards my goals, and things that are noise.
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And the noise column are things that I'm going to delegate to other people.
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I've actually used this clip
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that I'm about to show you of Johnny Ives saying this over and over and over and over again.
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Run the clip.
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You can achieve so much when you truly focus.
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And one of the things that Steve would say, because I think he was concerned that I wasn't,
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He would say, how many things have you said no to?
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And I would, honestly, I would have these sacrificial things, because I wanted to be very honest about it, and so I'd say, well,
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I said no to this, and no to that.
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But he knew that I wasn't vaguely interested in doing those things anyway.
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So there was no real sacrifice.
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What focus means is saying no to something that you, with every bone in your body, you think is a phenomenal idea.
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And you wake up thinking about it, but you say no to it because you're focusing on something else.
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In my calendar, I'm going to have a signal
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and noise session every morning to figure out what the most important things to accomplish today are.
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Let's try this together and let's stay in touch via the comment section.
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When you wake up tomorrow, first thing you do
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when you wake up tomorrow morning is create two columns on a piece of paper
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or on whatever tool you use
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and put the most important things you want to accomplish
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that day into the signal column and then everything else into the noise column.
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Let's see how we get on.
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I was just saying to Jemima in there
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that I have this new idea for us to figure out how to make a really, really retentive podcast episode.
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We take the episode, unlisted link, we put it in Diary SEO Circle, and from that we're going to get the retention graph back.
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And then we're going to do the edit based on that.
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And this is the first episode where we really do it that way.
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And the reason I say this is because going forward in the future, if we find this to be useful, we can change our processes.
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See what I'm saying?
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And Jemima's response to me was, I could see in her face, there was concern that it would take too long and it would be too manual,
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based on our current process because our current process runs like a military operation.
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So adding something into that process that would be a bit clunky, a bit manual, and that we haven't figured out I could see was a bit of a concern.
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As I saw that concern in her face, Paul Graham's 2013 essay sprung to mind and it's called Do Things That Don't Scale.
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What do things that don't scale means doing things very manually for your early customers.
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So let me give you an example.
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When Airbnb, the the founders of Airbnb, and I've interviewed Brian Chesky from Airbnb, launched Airbnb.
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They noticed that their users were uploading really, really bad images of their Airbnbs to the website and that was impacting the customer's experience.
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So to figure out if this was an important part of the customer experience, the founders of Airbnb manually went knocking on doors of their users
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when they only had a couple of users and they said to those users, can we come in and take professional photos for you?
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and I'd be like, wow, the photos are terrible.
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This is actually a really nice house.
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And the host was like, well, I can't figure out how to get photos onto my computer.
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And so I went home with Joe
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and we borrowed a camera from one of our friends and we knocked on the door.
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I'm here, the photographer.
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And they're like, wow, this is a small company.
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The founder is also photographing my home.
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Now the founders of Airbnb knocking door to door is not scalable.
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You're not going to be able to do that with the hundreds of millions of users that they now have.
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At the start, wasn't scalable.
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It was so unbelievably important that they did something that wasn't scalable
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and later they could figure out how to make it scalable.
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But if they had obsessed over it being scalable from day one they never would have done it, they never would have then got the feedback from doing it
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and they never would have had the hundred billion dollar success that was Airbnb.
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Mark Zuckerberg at Facebook manually pitched users at Harvard to join Facebook in the early days.
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It wasn't scalable.
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You can't scale that and when I say scale I mean you can't automate
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that process of Mark Zuckerberg manually pitching the three billion users that Facebook now has.
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But in doing so, he got from zero to one.
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He learned what he needed to learn.
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And then he figured out how to scale.
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And another example is one of the most famous companies in the world called Stripe, which is probably worth hundreds of billions of dollars now.
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It's a payment company.
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And in the early days, the founders Patrick and John Collinson would literally go to their customers' offices, onto their computers and install the software for them.
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Absolutely didn't scale.
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You can't do that for a billion people.
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And this is really the point because so many founders, they understand that they want to reach a billion people.
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They want to be the next Airbnb, the next Meta, the next Stripe.
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So they think that they have to behave like Stripe, Meta and Airbnb behave now.
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They think they have to think in scale.
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And this is where they make the critical mistake because all of those companies I just named, none of them at the start were thinking in terms of scale.
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Whenever you feel like something
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that is unscalable is going to stand in the way of your team
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or you figuring out the answer to a very important question, you have to come back to this phrase which is do things that do not scale.
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lose a million pounds.
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Click subscribe.
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These videos get better.
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It's currently half 12 at midnight.
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Please subscribe.
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I really want to get this edit out so please please subscribe.
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Thank you.
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Thank you so much.
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Thank you.
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Bye.
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LA is now my new home and it's my home because we want to build the business out here.
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So here's the context.
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Flight Story is expanding into America.
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Our first studio is actually in Boston where Kirsten Holmes who signed to Flight Story records her show.
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Our next location is here in Los Angeles
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and I think our next location will be in New York City which will be our commercial office.
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Isn't this crazy?
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Look I'm moving to America.
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That's the only suitcase I took other than...
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This is why I wear black every day because
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if you just wear the same outfit every day you can pack super light.
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People always take the piss out of me because I think they think I think I'm Steve Jobs.
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It wasn't a choice I ever made it's just life gradually
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pushed me in the direction of the path of least resistance
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and that ended up being just wearing the same outfit every single day.
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But we could run the maths on the screen like
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if you just saved 20 minutes a day on choosing what to wear
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and then you saved one hour a week on let's say things like travel
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and packing how much of your life would you save well Alex run the numbers
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and listen some of you get tremendous amount of value from picking your outfits
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and fashion and all those kinds of things so knock yourself out but if it's not giving you tremendous value, if it's not giving you more value than the time you would save would give you,
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then maybe that's the simple optimization which is just simplifying your wardrobe a little bit.
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I'm in the airport here in LA, flying out to Cannes in the south of France for the creativity festival that takes place every single year.
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Every marketeer, every big creator, every media owner flies out there for this one festival and I'm going to show you behind the scenes.
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And there's three lessons you're going to learn.
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The first is about failure and experimentation and why this is my absolute religion and why it needs to be yours.
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The single button which big creators press every single day and why you need to press that button too.
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And lastly, this framework called Value for Strangers which I preach to everybody but it seems that almost nobody understands.
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Why do I do these things?
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I do these things for a multitude of reasons.
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Reason number one is it's a great opportunity to meet so many of you guys that listen to the show.
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I have moments all the time when I meet fans
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that stay with me forever so I'm hoping to have some of those moments today.
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Number two is it helps the business.
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So we make lots of contacts with platforms and partners that can help us build Flight Story.
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But also, again, in the sake of radical transparency, we get quite big fees for coming out here.
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This trip will make Flight Story about 200,000 pounds because I've come out here.
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That money goes into the business.
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I think sometimes when people hear that you're making 200K from doing some talks, people think that the money goes straight into your pocket.
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But I'm building a business here, so the money doesn't come to me.
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Short-term sacrifice for long-term gain because we're gonna try and build a multi-billion dollar company.
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So, where is the team?
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Fuck off.
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Very good to see you.
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A big fan of yours and I've been following your podcast for many years.
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Can I take a selfie with you? Of course.
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Yeah.
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Thank you.
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Thank you so much.
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Oh, my pleasure.
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My pleasure.
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D, yes.
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D, nice to meet you.
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Welcome, Stephen Bartlett.
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So the biggest risk in innovation that everybody is taking right now is not taking enough risk.
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What we all know for sure is that the world is changing.
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If you're 40 years old now, by the age of 60, you'll experience a year's worth of today's change in roughly 11 days.
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Logically, in order for you to keep up with that rate of change, your rate of experimentation needs to basically match that rate of change.
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You have to get really, really comfortable as an organization or as a creator or an individual with failure.
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When Jeff Bezos wrote his shareholder letter in 2015, he said, in order for us to be successful, we have to be the best place on earth to fail.
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I've made billions of dollars of failures at Amazon.com.
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They don't matter.
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What really matters is companies that don't continue to experiment, companies that don't embrace failure, they eventually get in a desperate position.
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The only thing they can do is make a kind of Hail Mary bet at the very end of their corporate existence.
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So in our company, how do we do that practically?
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We have a failure and experimentation team whose KPI, as they report to me every single week, is the amount of experiments we've run.
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Notice I'm not saying how many of them went well, or really how many of them failed.
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It's purely the input, which is the controllable, which is how many experiments have we run.
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And our job is to ramp up the amount of experiments we're running, because the very nature of it being an experiment means we don't know how it's gonna go.
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But every success we've had, every breakthrough that we've had that's completely changed our trajectory as a business, as a podcast, as a media company,
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has come at the expense of nine things that went really badly.
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And Amazon, again, they said, it's the one in 10 that pays for the graveyard.
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None of you know about Fire Phone.
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You probably don't know about Endless.com.
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All of these things cost Amazon hundreds of millions of dollars, but you probably know AWS, which will make them $100 billion this year.
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The game here to find the correct answer before your competitors, no matter what industry you're in, is to fail quicker than them, because failure is feedback.
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Feedback is knowledge, and knowledge is power.
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Thank you very much.
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Thank you.
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Thanks.
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What you're about to see is something I encounter all the time.
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A girl comes up to me and says she wants to start a podcast because people told her to.
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That is not a good enough reason.
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If you're thinking from first principles, you'd start with questions, not conclusions.
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You'd ask yourself, what do I have to say?
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Who is it for?
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Why does it matter?
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And what's the best platform to communicate it?
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Only once you've answered those questions can you reasonably arrive at the conclusion that a podcast is the answer.
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That's what we mean by reasoning upwards from first principles.
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But too many people do the opposite.
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They reason downwards from a trend or a suggestion.
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They start with an answer, like I'm going to start a podcast.
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And then they scramble to figure out what they're going to say, who it's for and why it matters.
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That is backwards.
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If you start with the wrong answer, even the best execution won't save you.
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All my comments are like, you should make a podcast.
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And now I feel inspired to, I just don't know how to take the first step.
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Give yourself one year where you say to yourself, yourself i'm gonna be really really bad at this
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and this is my testing you and what
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that will do is it will take all the performance pressure off you
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which will mean you'll do the necessary thing of trying enough
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to figure out what works what ends up happening a lot of the time is you think
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that podcasting is two people sat at a table
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if you just sort of relieve yourself of any preconceptions about
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what a podcast is you'll probably end up making something really interesting
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but don't even get rid of the word podcasting say i'm
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going to start a youtube channel i'm going to do yeah i'm going to i'm going to give there's something
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that my audience like that i deliver I'm going to find the best way to deliver that.
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OK, thank you so much. Of course.
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What's your advice to everyone?
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My advice to everyone is to go and follow you.
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Say, follow FZA Speaks, FZA Speaks.
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Follow FZA Speaks.
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As long as she's doing, you know, I don't know what content you're making, but.
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I'm doing a quick talk on stage here for YouTube slash Google, which I'm excited about on my way there now.
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Ladies and gentlemen, Stephen Bartlett.
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Thank you.
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Thank you, everybody.
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YouTube has the best data and analytics.
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And for someone like me that wants to be able to influence what I'm doing, you need to be informed by data and analytics.
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Now in the back end of YouTube, there's this one button, and you can click into the advanced section and see this wonderful graph.
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And it tells you every single minute how many people dropped off in that exact minute.
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And so I can go through every single minute of a two hour, three-hour conversation and go, oh my god, yes, I asked a question about that subject,
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or I spoke for too long.
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We've been able to learn exactly what our audience want.
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The game of YouTube for us became just listening.
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That informs next week's episode, and having that control as a creator means that your destiny is in your own hand, and it's no lie to say I spend two
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and a half hours still to this day in YouTube studio looking at the analytics.
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Ladies and gentlemen.
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Thank you so much for everything.
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I've been following you since the social chain.
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Right now, Marketing and getting out there is a madness.
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When I speak to people one on one, I get business.
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What is the one piece of advice that you can give that will blow it away?
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I know you said experiment, I've got that down.
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But the one thing you know from your experience.
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I always assume people aren't going to like the answer.
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It's not simple or sexy and it's kind of obvious.
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Okay.
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So I would only focus on LinkedIn.
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I do LinkedIn.
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I get it.
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Only focus, right?
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So how many times do you post a day?
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Once a day, like consistently.
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Okay, so you posted every day this week?
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Yes, I posted yesterday and I've got a post coming out today.
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And what type of thing did you post?
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Did you post videos, photos?
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So I posted a video.
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What did you learn about?
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That video I learned about how you can...
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That's a good question.
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How many comments?
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Wow, it got I think 12 comments.
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Are you sure?
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Do I need to know my analytics?
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It's the most important thing.
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If you don't have a feedback loop, you're going to feel like you're not making any progress.
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I spend two and a half hours a day looking at the back of my YouTube videos.
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And this is how you improve.
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Every single post is data
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and the information exists in the back end of every single platform and that information tells you why people watched, what they clicked, when they stopped watching,
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what they said, all of that is information that can feed into your next post.
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So you have to produce, publish and then pay attention and repeat that cycle.
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We spent pretty much all last, I mean last night, the night before in our WhatsApp group talking about the analytics.
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Like we are at war with each other about these fucking analytics.
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And this is how you improve.
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And so if you have the consistency, which you say you do, the end of your feedback loop where there's a gap is, are you learning from what you're posting?
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Every single thing you post is not about you and your business.
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It is value for strangers.
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What's your mum called?
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Alison.
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I get Alison.
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Yeah.
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So Alison will think everything you do is valuable.
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OK.
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Because you can post what you eat for dinner.
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She goes, oh, thank God, right?
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But that guy.
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I need to understand him first.
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I feel like I need to know him first.
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I need to know what he means.
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So that's you establish your personas, which is what we do.
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So we have our four personas.
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And every single time we write a post, we say which one of our personas are we serving?
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Every single thing you post from now and forever, you need to ask yourself before you hit the post button, is this valuable to people?
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Do not give a fuck about me.
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OK.
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And a couple times a day.
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I mean, every day.
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Yeah?
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Stephen, are you OK with hugs?
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Is that comfortable?
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My team was telling me that you ran a masterclass class on YouTube.
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Oh really?
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Yeah, because you know how you can tell?
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Like, they were all saying to me, it's like, oh my god, the number of people taking notes when Stephen was talking.
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But that's where you have to leave with something.
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Well I'm so passionate about it.
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I talk to everybody about why I'm so engaged with YouTube as a creator.
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I talk to everybody about the disruption of TV, the percentage of my audience,
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about 33, 35% that are now watching on TV and how it's disrupting multiple industries at once.
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So I'm super passionate about it.
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Examples like you are really the inspiration of why we go to work.
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Our mission statement is to make it so that you're successful
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because you're doing something important and getting your ideas out there to an audience, A about finding that audience,
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but B it's about actually creating the economic opportunity for you so you can keep doing it.
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And that's our mission.
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Hi Lord Christ, I've come all the way from South Africa.
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I just want to say thank you for inspiring me.
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Your book is like a Bible next to my bed.
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I don't watch movies on planes.
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I watch your podcasts.
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You couldn't afford even a ticket to get in here and I sat outside and waited.
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Oh you're so sweet.
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Are you okay?
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I waited to actually meet someone from Google and just say that this was my dream to meet you in person.
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Oh you're so sweet.
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I am so grateful.
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Your story is incredible and you have been my mentor without even realising it.
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Are you giving me a call?
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You're so sweet.
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Tears and all!
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Woohoo!
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I love that for you.
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Thank you so much.
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What are you doing for the rest of the day?
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I could fly home right now, I don't care.
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You're so sweet.
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I wish there was something I could give you.
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I don't have anything on me.
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I'll give you my hat.
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You can have my cap.
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It's a little bit sweaty so don't put it straight on.
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That is my dog, Pablo,
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and Pablo is very, very sick at the moment.
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He spent the last eight weeks going in and out of the vet.
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I'm so scared.
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And I think he's going...
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I just tried to feed him and he throws up all of his food.
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Oh my God.
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Since I got him all those years ago, almost 10 years ago, I've never in my life seen him this skinny and this frail.
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He can't walk properly.
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He can't hold his food down.
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He can't control his bowels.
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He's not moving much anymore.
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And it's really, really sad.
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He's been with me for the last 10 years and he's been everywhere with me.
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and Dragon's Dead or the podcast or the businesses or whatever.
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It's all happened in those 10 years.
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And it's happened in a variety of different cities and locations and countries.
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And Pablo has been there with me through it all.
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He's one of my oldest friends in the world.
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And got him as a baby and now I guess he's an old man.
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He's helped me in the last 10 years
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realize that a lot of the problems I faced or the challenges I faced weren't real problems.
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and he's helped me realise that life can be so simple.
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Just like watching him mess around with like a Lucozade bottle
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or splash about in the bathtub and have so much fun with such simple things has always made me realise,
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it's been this great reminder that life can be simple and we can find joy in simple things.
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And I'm like contending with the realisation that I'm gonna have to say bye and it's not easy.
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That's a good way.
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And yeah, through the last 10 years at times, it can be very, very lonely.
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And actually on many nights, many days, the only person I've had through the weekends or late at night has been Pablo.
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You know, to be fair, I don't have that many friends and my friends don't live close to me.
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So especially on weekends, it's mainly just been me and Pablo for the last 10 years together.
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I am your best friend.
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You need to start realizing this because I can open cupboards.
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And then when I open the cupboards, Do you know what I can do?
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I can open packets of 80% beef with wholesome fruit and veg.
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He's given me fun, he's given me so much love, he's given me so much, so it's difficult, it's difficult.
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As I've come to terms with the fact that I'm probably gonna lose him soon,
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I am really going out of my way to express my appreciation to him in all the ways that I can.
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You know, like I'll never properly be able to say thank you to him.
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And it's funny how like when you're confronted with that realization that you like deep down knew was going to happen, how much you wish you could just do it all over again,
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how much you wish you could have all that time over again and how much you wish you could just, you could say thank you over and over again.
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I guess that's what makes anything valuable in life.
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It's valuable because you only have a limited amount of it for a limited amount of time.
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It's hard, man.
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I love you.
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Thank you.
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And I'll see you next week.
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เกมคำศัพท์เล่นไปเรียนไป
FOR YOU
วิดีโอแนะนำ
B22
249 ประโยค
How to Stop Wasting Your Life (No More Distractions)
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B24
338 ประโยค
8 Habits That (quickly) Changed My Life
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B23
179 ประโยค
The Most Valuable 10 Minutes You'll Hear Today
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B24
157 ประโยค
If You're Ambitious but Lazy, Watch This Samurai Lesson (Kaizen Method to Success)
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B23
268 ประโยค
3 Things That Feel Like Progress But Aren't
British AccentBusiness EnglishDaily ConversationUniversity Students
B25
63 ประโยค
The Art of Doing Less and Achieving More
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B29
382 ประโยค
If YOU Can’t Focus, You NEED to See This (Science Backed)
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B28
292 ประโยค
Let's talk About How to Stop Procrastinating and Take Action Today - Speak Power Daily Podcast
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B214
311 ประโยค
Don’t Waste Your Time Anymore | English Reading and Listening Practice #englishpodcast #motivation
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B28
216 ประโยค
The Only 15 Minutes You Need To Master Self-Control | Robert Greene Motivation
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B29
163 ประโยค
I Lived Like Elon Musk for a Week But One Day Was Enough
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B22
244 ประโยค
I’m Begging You: Replace Scrolling With These Habits
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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
วิดีโอนี้มี 412 ประโยค และ 4795 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 24:02 ผู้พูดพูดเร็ว ประมาณ 199 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 87% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ คำศัพท์จึงตามได้ง่าย
คำศัพท์สำคัญในวิดีโอนี้
คำที่พบไม่บ่อย 15 คำจากวิดีโอ พร้อมคำอ่านและความหมาย:
- 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…
- column /ˈkɒləm/ (คำนาม) — เสา. A solid upright structure designed usually to support a larger structure above it, such as a roof or horizontal beam, but sometimes for decoration.
- founder /ˈfaʊ̯n.dəː/ (คำนาม) — ผู้สร้าง, ผู้ก่อตั้ง. One who founds or establishes (a company, project, organisation, state, etc.).
- experiment /ɪkˈspɛɹ.ə.mənt/ (คำนาม) — การทดลอง. A test under controlled conditions made to either demonstrate a known truth, examine the validity of a hypothesis, or determine the efficacy or likelihood of…
- knock /nɑk/ (คำกริยา) — เคาะ. To rap one's knuckles against something, especially wood.
- essay /ˈɛs.eɪ/ (คำนาม) — ความเรียง, ข้อเขียน. A written composition of moderate length, exploring a particular issue or subject.
- pitch /pɪt͡ʃ/ (คำนาม) — การขว้าง. A throw; a toss; a cast, as of something from the hand.
- ratio /ˈɹeɪ.ʃoʊ/ (คำนาม) — สัดส่วน, อัตราส่วน. A number representing a comparison between two named things.
- principle /ˈpɹɪn.sɪ.pəl/ (คำนาม) — หลัก, คติ. A fundamental assumption, fundamental law or guiding belief.
- manual /ˈmæn.j(u)əl/ (คำนาม) — คู่มือ. Synonym of handbook.
- edit /ˈɛdɪt/ (คำกริยา) — แก้ไข. To change a text, or a document.
- loop /luːp/ (คำนาม) — บ่วง. A length of thread, line or rope that is doubled over to make an opening.
- sacrifice /ˈsæk.ɹɪ.faɪs/ (คำนาม) — ยัญ, เมธ. Originally, the killing (and often burning) of a human being or an animal as an offering to a deity; later, also the offering of an object to a deity.
- stranger /ˈstɹeɪnd͡ʒɚ/ (คำนาม) — ฝรั่ง. A person whom one does not know; a person who is neither a friend nor an acquaintance.
- inform /ɪnˈfɔɹm/ (คำกริยา) — แจ้ง, บอก. To communicate knowledge to.
กริยาวลีที่คุณจะได้ยิน
- wake up /ˌweɪk ˈʌp/ (คำกริยา) — ตื่น, ตื่นนอน. To stop sleeping; to awake.
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 142 ครั้ง เช่น I'm, you're, don't ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: mathematics /mæθ(.ə)ˈmæt.ɪks/, breakthrough /ˈbɹeɪk.θɹuː/, bathtub /ˈbæθtʌb/
- เสียง “sh” และ “zh”: conclusion /kənˈkluːʒən/, ratio /ˈɹeɪ.ʃoʊ/, passionate /ˈpæʃənɪt/, accomplish /əˈkɑm.plɪʃ/, realization /ˌɹɪə.laɪˈzeɪ.ʃən/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: experiment /ɪkˈspɛɹ.ə.mənt/, analytics /ˌæn.əˈlɪt.ɪks/, manually /ˈmænj(u)əliː/, realization /ˌɹɪə.laɪˈzeɪ.ʃən/, inspiration /ˌɪn.spɪˈɹeɪ.ʃən/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง podcast, column, founder เป็นพิเศษ
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| Present perfect continuous have/has been + -ing — การกระทำที่เริ่มก่อนหน้านี้และยังดำเนินอยู่ | I've been following |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | have been · I've just learned · have deemed |
| Relative clauses who / which + อนุประโยค — ข้อมูลเพิ่มเติมเกี่ยวกับคนหรือสิ่งของ | someone who has · day which is · column, which is |
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | is called · is taken · be informed |
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ