Luyện nói tiếng Anh bằng Shadowing qua video: View

I want to show you how I became number one in different fields,

⏸ Tạm dừng

Tốc độ:

403 câu

Nếu các câu quá ngắn hoặc quá dài, hãy bấm Edit để chỉnh sửa.

I want to show you how I became number one in different fields,

industries, and even broke a world record

and how you can apply the same process to winning or getting whatever it is that you want.

My name is Al Shamozzi.

I'm a portfolio of companies at acquisition.com that generates $250 million per year in aggregate revenue.

I did a book launch that did $106 million in a weekend

and broke the Guinness World Record for the fastest selling nonfiction book of all time.

And so there's my kind of proof behind that.

So in this video, I'm going to explain a core shift in my understanding of getting what I wanted

and specifically in business.

So this will be a belief breaker for you guys.

So I talk to business owners for a living every single day,

like literally every week, and I have for a decade plus.

And one of the things that drives me absolutely nuts is the idea of industry standards.

So you've probably heard this,

people are like, oh, this is industry standard, that's industry standard.

And I'll tell you a real conversation that might shift this for you.

So there was a company that I recently met with,

that was about a $500 million company.

So half a billion dollar company, right?

And they were efficient, but it was an old school model.

So I met with the chiefs of that business,

and I met with the leaders, right?

And the entrepreneur who runs the business wanted me to look

at certain components of how they do things in terms of acquisition and things like that.

And when I walked them through their acquisition process,

I was like, hey, these are some things that need to change.

And there was a lady who was there who was in charge,

or probably maybe half of it.

And at least, you know,

it fell under her purview.

And as I would, you know,

point out things that were bad or like needed improvement,

she kept repeating the same thing,

which is like, well, you know, we're industry standard.

and I was, and she'd be like,

we're meeting industry standards and she would get really kind of flustered and she kind of,

I would say maybe to a degree got offended because I was saying,

well, you know, this sucks and this sucks and these numbers aren't good.

And they kept repeating, we're meeting industry standards.

And so I paused and I was like,

do you wake up in the morning and just say,

I want to be an average company, right?

We are average.

Half the people are better than us and half are worse.

We are average.

Who gives a shit, right?

I don't know about you,

but like I didn't get in the game,

whatever game you're playing to be average.

Like the average business is average.

The average American is overweight.

They're in debt.

They're divorced.

They're depressed.

And so the average business makes almost no money.

Why would I use industry standards,

industry averages, anything like that at all?

And I say this because I have people who will push back on some of the things

that I talk about with regards to margin,

when I things I talk about in terms of timeline,

when I talk in terms of pricing, right?

And they'll say something like,

well, you know, in HVAC, it's different.

Or, you know, in SEO,

it's a little bit different.

Or, you know, we've got XYZ issue in trucking, and it's different.

It's logistics, it's different.

No, it's not.

You get what you tolerate.

You get what you accept and deem good enough.

You are the standard setter.

It is the highest and most important job in the company,

and it is why some companies prevail and some companies fail.

It's the reason that Jobs was so important for Apple,

Elon was so important for Tesla and XAI and all the other things that he does.

And at a certain point,

you cannot actually do anything in the company except for hold the fucking line.

And the person who should run every department or every division should be the person with the highest standards, right?

And this applies to everything, right?

Sales rates, closing percentages, profit margins,

cashflow, the people you date,

the body fat percentage you hold,

how fast you expect something to get done, literally everything.

Real quick, I'm going to show you the exact 10 stage roadmap from zero to 100 million plus

that less than 1% of companies finish.

I've now done multiple times.

And so I can say with a lot of confidence

that these are the stages as headcount increases that you need to get through.

And I broke each of these down by eight different functions of the business,

what the constraint feels like,

like what are the symptoms of it when you're going through it,

and then what steps we actually took to graduate.

And we've done this across software,

physical products, service businesses, brick and mortar,

all of this, and it works.

And it's my gift to you.

It's absolutely free.

And so the link's in the description,

100

but you just go acquisition.com forward slash roadmap,

101

just enter your info, and it'll spit it right back to you all free.

102

So let me tell you a story about a billionaire mentor of mine.

103

Again, I had a conversation many years ago,

104

and he said this thing to me that I'll I'll never forget.

105

He said, profit is unnatural.

106

And I was like, what does he really mean by that?

107

He said, it's common and normal for people when money is in a bank account to spend it.

108

And that's why most people don't have money.

109

He said, so if you have a company and it makes money and it actually starts to succeed,

110

that success has this constant pressure of normalcy that fights against it.

111

And so there has to be someone who holds the line and is like,

112

no, we will not spend more,

113

but we will keep making more.

114

We will get more customers and we will not hire more people.

115

We will find a way to service these customers better than we did our last customers without adding headcount.

116

And we're going to do it even better, even faster with less.

117

And so let me tell you another example of something that just happened in one of our portfolio companies.

118

So they needed to add 15 sales reps to hit their Q1 goals, right?

119

And so the leader was saying how his plan was to hire five reps a month, right?

120

Every single month.

121

And doing it this way,

122

he said, would stretch the team,

123

but it would still kind of like ensure quality,

124

make sure the culture wasn't too stressed, et cetera.

125

And honestly, it was a fair plan, right?

126

But for this business, the extra sales guys were going to add about 4 million in profit that quarter.

127

That's how much extra he was going to add just that quarter.

128

So I pushed back and I said,

129

why can't we do it in a month?

130

I need a lot of different reasons of,

131

and he kept hitting, you know,

132

like it'll be cultural issue.

133

I think we'll stretch the team.

134

We might lose other sales in other places.

135

And I kept pushing and pushing,

136

but he had some reasons to come back.

137

And thankfully he's a stud.

138

And then after the meeting,

139

he messaged me back and said,

140

two of our guys have bandwidth who are more senior.

141

They can assist the new manager and onboard three to five guys each.

142

If we do that, we can actually do it in a month.

143

And boom, $4 million more potential next year in Q1 because of one thing, a higher standard.

144

Just saying like, why does it need to take that long?

145

Why can't we?

146

Like, if we were doing a billion in sales in this business,

147

we probably wouldn't say we need to hire five guys a month.

148

No way.

149

Right.

150

We'd be like, we need to start with 50 and maybe add 50 every other week.

151

Right.

152

The, the, it's just this minimum standard of,

153

of something that you decide is enough or acceptable.

154

And the crazy part about it is like,

155

we're the ones who decide this.

156

And then we're upset that we don't get,

157

or that we're upset that we got the fruit of our very low standards.

158

And so the way that you can kind of know kind of what your standards are,

159

the, what the standard for somebody else on your team is,

160

is how many attack vectors you use to approach or solve a problem, right?

161

So it's not about doing the same thing a hundred times.

162

That's not smart, right?

163

It's about trying to accomplish the same goal with a hundred different iterations and angles until one finally gets through,

164

till you pass the goalie,

165

till you chop down the tree, right?

166

It's like, well, I'm hitting it this way and I'm getting rock.

167

It's like, okay, well then let's try from another angle.

168

Let's try underneath.

169

Let's see if we can poison the tree,

170

like whatever we need to do.

171

Can we reach out to our network and give $100,000 bounty for another SDR?

172

Is there a company with a large SDR team that doesn't make as much as us we can buy?

173

Can we hire five recruiters to speed up the process?

174

Can we fly all of the SDRs in person to get them trained up faster

175

so we don't lose cultural issues and we can get them on ramp in three days rather than in 30 days, right?

176

Can the top two, most experienced guys who have some blank space,

177

have them sub in?

178

Bingo, right?

179

All of these have costs,

180

obviously, but of the costs, they're still worth it.

181

So you're not getting what you want because you're not attacking the problems you have enough times in enough ways.

182

So you're trying one or two things and then saying like,

183

I tried that and it didn't work.

184

I tried Facebook ads.

185

You know, I tried making content.

186

I tried hiring a salesman and it didn't work.

187

It's like, no, it's not that it didn't work.

188

It's that you weren't skilled enough to make it work.

189

Very big difference.

190

And so you're gonna tell me that no one on earth has ever had the same problem that you have right now?

191

And of those many people on earth who've had it,

192

no one solved it.

193

You have somehow come across the Gordian knot of problems.

194

No one has hired more than five SDRs in this period of time for a company of this size.

195

Of course they have.

196

And that's why those people won.

197

And they didn't just accept that it wasn't possible within this timeline.

198

And so the rules that I would encourage you to live by is that unless the laws of physics prevent it,

199

consider it mental handicaps that your competition gets to live by and measure themselves by.

200

Not a suggestion, a recommendation,

201

and certainly not a fucking law, right?

202

Industry standards are a handicap that you let your competitors use and think they're doing well.

203

That is the gift that we get as soon as you get out of this belief.

204

Because if you want to be average, use industry averages.

205

And most industry average businesses suck, right?

206

Why would we look at them to judge ourselves by like,

207

oh, this guy's completely broke and distracted,

208

has no idea what he's doing.

209

I should look at what his numbers are and say,

210

oh, we're about the same.

211

Is that an accomplishment?

212

Should we be looking forward to something like that happen?

213

Like if you wanna be the best,

214

use physics and math and then work backwards.

215

And so I think something that'd be really good to finish on is this great piece by Jeff Bezos.

216

I want to read it to you because I think it just really drives this point home.

217

Differentiation is survival and the universe wants you to be typical.

218

This is my last annual shareholder letter as CEO of Amazon.

219

And I have one last thing of utmost importance I feel compelled to teach.

220

I hope all Amazonians take it to heart.

221

So here's a passage from Richard Dawkins' extraordinary book, The Blind Watchmaker.

222

It's about the basic fact of biology.

223

Staving off death is a thing that you have to work at.

224

left to itself, and that is what it is when it dies,

225

the body tends to revert to the state of equilibrium within its environment.

226

If you measure some quantity,

227

such as temperature, the acidity,

228

the water content, or the electrical potential in a living body,

229

you'll typically find that it's markedly different from the corresponding measure in the surroundings.

230

Our bodies, for instance, are usually hotter than the surroundings.

231

And in cold climates, they have to work hard to maintain that differential.

232

When we die, the work stops.

233

the temperature differential starts to dissipate,

234

and we end up the same temperature as our surroundings.

235

Not all animals work so hard to avoid coming into equilibrium with their surrounding temperature,

236

but all animals do some comparable work.

237

For instance, in a dry country,

238

animals and plants work to maintain the fluid content of their cells,

239

work against a natural tendency for water to flow from them into the dry outside world.

240

If they fail, they die.

241

More generally, if living things didn't work actively to prevent it,

242

they would eventually merge into their surroundings and cease to exist as autonomous beings.

243

This is what happens when they die.

244

While the passage is not intended as a metaphor,

245

it's nevertheless a fantastic one and very relevant to Amazon.

246

I would argue it's relevant to all companies and all institutions and to each of our individual lives too.

247

In what ways does the world pull at you in an attempt to make you normal?

248

How much work does it take to maintain your distinctiveness,

249

to keep alive the thing or things that make you special.

250

I know a happily married couple who have a running joke in their relationship.

251

Not infrequently, the husband looks at his wife with faux distress and says to her,

252

can't you just be normal?

253

They both smile and laugh.

254

And of course, the deep truth is that her distinctiveness is something that he loves about her.

255

But at the same time,

256

it's also true that things would be often easier,

257

take less energy if they were a little more normal, right?

258

This phenomenon happens at scale at all levels.

259

Democracies are not normal.

260

Tyranny is this historical norm.

261

If we stopped doing all the continuous work that is needed to maintain our distinctiveness in that regard,

262

we would quickly come into equilibrium with tyranny.

263

We all know that distinctiveness, originality, is valuable.

264

We're all taught to be yourself.

265

What I'm really asking you to do is to embrace

266

and be realistic about how much energy it takes to maintain that distinctiveness.

267

The world wants you to be typical.

268

In a thousand ways, it pulls at you.

269

Don't let it happen.

270

You have to pay a price for your distinctiveness, and it's worth it.

271

The fairytale version of be yourself is that all your pain stops as soon as you allow distinctiveness to shine.

272

That version is misleading.

273

Being yourself is worth it,

274

but don't expect to be easy or free.

275

You'll have to put energy into it continuously.

276

The world will always try to make Amazon more typical,

277

to bring us into equilibrium with our environment.

278

It will take continuous effort,

279

but we can and we must be better than that.

280

You have to hold the fucking line.

281

Like, this is the last letter that Jeff Bezos wrote.

282

And can you think about,

283

like, all the things that he wanted to say?

284

The thing that he chose to leave on was the line,

285

was this is the standard.

286

This is what makes us different.

287

And of course it's going to take work.

288

Of course it's going to take more ways to solve the problem.

289

It might cost millions more in order to do the better solution than the easy solution.

290

But, like, if I could just transfer this one thing,

291

like, you can tell how good someone will be as an entrepreneur by the standards they keep for themselves.

292

They continue to push back and say like,

293

why can't it be faster?

294

Why can't it be easier?

295

And there's famous stories of Steve Jobs putting the phone book on the desk and saying it has to fit in there.

296

And people have been saying,

297

it's never been done before.

298

And you've got Elon Musk going on the manufacturing line saying,

299

this could have two bolts.

300

And they're like, there's no way no one's done it before.

301

And he's like, break it down to physics.

302

Why can't we do this?

303

And so when someone pushes back on you and says,

304

we can't hire that fast.

305

It's like, why?

306

What physical law is preventing us from hiring that fast?

307

If another company who's 20 times their size can hire 100 people a day,

308

why is it taking us a year to do it, right?

309

What choice are we choosing or what cost are we not choosing to bear

310

that we could bear to make the investment to pull a future forward?

311

And I think it's like that push,

312

that relentless energy, the drive to choose to be different, right?

313

To choose to hold a value,

314

the perfect value that you have as the ideal,

315

and then to strive continuously and though imperfectly to try and live that out.

316

And I think of that as like the reason you win or you don't win.

317

And again, I'm not talking table stakes.

318

If you want to be average,

319

then just look at industry averages, right?

320

Look at industry norms, industry standards.

321

But most businesses, if you looked at the average business in the US, they break even.

322

The median business almost makes no money, right?

323

And so it's like, why would we measure ourselves by that?

324

We have to, by very definition,

325

reject the vast majority of what other people do in order to achieve what other people can't.

326

And I think that that is like,

327

I would encourage you to be less reasonable.

328

And I would say that it has been a skill that has served me well.

329

I mean, you can imagine having,

330

saying, hey, we, I want to break the world record

331

that every other person who has had a book has had massive media empires.

332

They've had big deals.

333

They had national media behind them for presidents and monarchs who released books.

334

And I'm saying, I'm just some guy in America saying like,

335

let's see if we can do more than all of them.

336

And we did, we fucking did, right?

337

We outsold Prince Harry, Obama combined within 24 hours.

338

And to be fair, please don't kill me for,

339

you know, having some point of disrespect for whatever secret nations exist, right?

340

But I'm only saying this to make the point,

341

which is like, when I set that goal originally,

342

can you imagine the amount of people who are like,

343

I don't know if that's realistic, man.

344

Like, hey, that's a really big number.

345

Like, I've really thought, I mean,

346

like, but what if it doesn't happen?

347

I had someone ask me that.

348

They said, well, what if we don't hit the goal?

349

And I said, we dare greatly, motherfucker.

350

That's the point.

351

Like, so what if we don't hit the goal?

352

It doesn't mean we don't,

353

we give ourselves an excuse to not try,

354

but like try in earnest,

355

not say like, oh, we're going to do this and we hope this happens.

356

It's like, no, we want to have five different versions of this thing going wrong and it's still hitting the goal.

357

And so I say this because like the goals that I have

358

and probably the goals that you have never apologize for them.

359

They're, they're, it's normal for them to be unreasonable,

360

but you don't need to be reasonable.

361

The world wants you to be reasonable.

362

It's like you need to be unreasonable.

363

You need to stick your feet in the mud.

364

And there's a certain amount of stubbornness that's required.

365

And I think part of the reason that Peter Thiel

366

and some of these great investors talk about phenomenal entrepreneurs is that they have – sometimes they don't have super high agreeableness.

367

It's that they don't need consensus.

368

They don't need everyone else to like them because they believe what they believe, right?

369

And the thing is that in order to have an outsized return at anything,

370

you have to bet against conventional wisdom, right?

371

And conventional wisdom can be right.

372

And so that means that fundamentally either you're an idiot or you're right and you're early and that's where you get rewarded.

373

And so you have to think,

374

like, at least the process I come down to is always like,

375

what physical law of reality prevents us from selling this many books?

376

And that's why it came down to like,

377

all right, we'll have multiple generators.

378

Like, if we don't have power, we can't sell books.

379

We have to make sure that we have backups for internet.

380

If we don't have internet, we can't sell books.

381

Okay.

382

Do we have enough books to sell?

383

We got to print them.

384

Okay, great.

385

We have to have logistics that we have hundreds and hundreds of people ready to actually ship those books out.

386

Okay.

387

If we have each of these things,

388

then all that it really takes is enough people to see it and an offer enough that is compelling,

389

that makes sense for a big enough audience to say yes.

390

That's it.

391

And so you have these problems in your business.

392

You're not cash flowing enough.

393

You're not hiring fast enough.

394

You're not, your price isn't what you want it to be.

395

If you believe and you can reason it to say like,

396

what prevents us from doing this?

397

I think that that's where you can get these special outsized returns.

398

I think that's where you can have the unreasonable accomplishments,

399

but it comes first from having unreasonable conviction that you will hold the line,

400

that this will be the standard that you have.

401

And the fact that no one else has ever done it before means absolutely nothing to you

402

because there's no reason that they couldn't have done it.

403

And good on you for ignoring the fact of their mediocrity.

TRENDING

Phổ biến

Phương Pháp Shadowing Là Gì?

Shadowing là kỹ thuật học ngôn ngữ có cơ sở khoa học, ban đầu được phát triển cho chương trình đào tạo phiên dịch viên chuyên nghiệp và được phổ biến rộng rãi bởi nhà đa ngôn ngữ học Dr. Alexander Arguelles. Nguyên lý cốt lõi đơn giản nhưng cực kỳ hiệu quả: bạn nghe tiếng Anh của người bản xứ và lặp lại to ngay lập tức — như một "cái bóng" (shadow) đuổi theo người nói với độ trễ chỉ 1–2 giây. Khác với luyện ngữ pháp hay học từ vựng bị động, Shadowing buộc não bộ và cơ miệng phải đồng thời xử lý và tái tạo ngôn ngữ thực tế. Các nghiên cứu khoa học xác nhận phương pháp này cải thiện đáng kể phát âm, ngữ điệu, nhịp điệu, nối âm, kỹ năng nghe và độ lưu loát khi nói — đặc biệt hiệu quả cho người luyện IELTS Speaking và muốn giao tiếp tiếng Anh tự nhiên như người bản ngữ.

ShadowingEnglish.com – Luyện Nói Tiếng Anh Bằng Shadowing

Nói tiếng Anh lưu loát với phương pháp Shadowing — nghe người bản xứ, đọc theo từng câu, rèn phản xạ ngôn ngữ thật sự. Được hàng ngàn người học IELTS tin dùng.

Luyện nói tiếng Anh bằng Shadowing qua video: View

Phổ biến

Về bài học này

Từ vựng và cụm từ chính

Mẹo luyện tập

Phương Pháp Shadowing Là Gì?

Luyện nói tiếng Anh bằng Shadowing qua video: View

Tải Ứng Dụng

Về bài học này

Từ vựng và cụm từ chính

Mẹo luyện tập

Phương Pháp Shadowing Là Gì?