跟讀練習: How To Manage Your Time Like a CEO - 通過影片學習英語口語

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If you want to manage your time like the top 1%,

you need to stop following the same old productivity advice and start using a system that rewires your brain.

As a CEO, board member, and investor at some of the fastest growing companies, my life was a firefight for years.

Every second mattered.

I had to make time for what drives results, cut distractions, and stay in control when things got chaotic.

Today, I'll share a simple system I used.

Borrow what works for you so you can make time for what matters to you.

But before you apply this system, there's one question that can help you cut through the avalanche of online advice.

Everyone has the same 160 hours per week, right?

Why do the top performers get dramatically more done without burning out?

Jack Dorsey can run

Twitter and Square simultaneously.

In the same week you and I have, Elon Musk runs more than two companies.

Same number of hours.

These CEOs don't manage time.

They manage their attention.

If you just focus on the tactics of managing time, like batching and prioritizing and time blocking, that's great.

But you will still miss the big picture.

It's about applying what I call the 3 -2 -1 system.

Here's how to do it.

The first part of the system is the three roles.

Most people fail at productivity because they're playing the wrong game for their level.

Taylor Swift is a perfect example.

In the early days, she wrote songs and she recorded songs.

Today, she has to write, produce, record, perform, make music videos, run business operations, do philanthropy,

manage brand partnerships, all of it while managing a global tour schedule.

The time management system that worked for her early on would kill her productivity completely today

because her game has changed and her role has changed.

How she manages her time has to be completely reinvented.

Marshall Goldsmith says the right thing.

What got you here won't get you there.

Habits that tend to work in simple phases of life actively harm you

when you graduate to a role that demands complex responsibilities.

That's what CEOs learn the hard way.

If you want to manage your time like the 1 % elites, you have to understand the role you're playing right now.

And there are three roles.

Maker, marker, multiplier.

First, maker.

This is relevant when you're juggling handful of priorities or if you're an individual contributor.

Your role mostly requires that you do everything yourself.

Stay in late, stay in your lane, heads down, deep work, details, diligence.

You have clear deliverables, clear timelines.

Your time management has to build with that role in mind.

Now, there are tons of folks I know around the world who love staying in

that role throughout their entire career in tech, in finance, in pharma, research, several other verticals.

And it's a totally acceptable path for time management and career management if that's what lights you up.

But then some of you will want to graduate from maker to marker role.

Now you have to manage 10 to 20 priorities in life all at once.

You start managing a team.

Maybe you have a life partner or a family.

So in this phase, you can't touch every single thing on your own every single time.

And you shouldn't.

Think of it this way.

You are transitioning from the maker to the marker mode.

Everybody else in your team will produce research, code, business plans, whatever they're working on.

But you are the marker.

You're the editor.

You give feedback.

You give comments to refine their work.

You don't take their work and start rewriting.

You build processes that automate everything.

You're doing and you're also delegating.

That's the mix.

The challenge in this phase is to understand what you can delegate and where you have to invest your own time.

Anything that's mission critical to your project or your company or your brand, that's where you need to be totally hands -on.

And from there, you graduate to the third role, the multiplier role.

That's when you have 30, 40, 50 responsibilities.

You're managing a very large team.

In this phase, you have to become what

Eric Schmidt calls the most expensive router

because your job is not to create your job is not to review what other people create.

Your job is to recruit, orchestrate, and align your team.

You focus on connecting people.

You make strategic bets.

You route requests from one corner to the other corner of your team.

You have to stop obsessing over every little detail and focus on the big picture.

Taylor Swift, again, is a great example.

Her early career was about being a maker.

Today, she's a maker in music, but she's a multiplier across the rest of her life.

The core insight here is that if you don't know what role you're playing, you'll manage your time the wrong way.

Delegating when you're a maker and micromanaging when you're a multiplier are both recipes for failure.

You, of course, have to come up with tricks and techniques to manage your time better, but only after you know what role you're in.

Otherwise, your calendar will fill fast with the wrong things and you won't get anything done.

Or, more alarmingly, no one around you will get anything done either.

But the way you manage your attention is not just about the role you play.

It's also about which zone you're in.

The second part of the system is about two zones.

Airbnb's founder almost killed the company by following textbook time management advice.

So from 2016 to 2020, Airbnb's founder, Brian Chesky, did what every business school,

every business book, and every VC will tell you to do hire great people and get out of their way.

Let them do their magic.

Nothing wrong with that advice because when he was doing that, the business was growing.

Brian was enjoying the multiplier role.

But around year 2020, Airbnb's growth started slowing down.

Costs started exploding.

COVID had changed the dynamics of every business, including Airbnb.

Chesky had to make a difficult decision step in, get his hands back on the wheel, and steer the ship through the icebergs.

He removed layers of leadership to make the company lean and flat.

He got deeply involved in product, in every critical decision, every important detail.

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And the result?

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The company delivered over 500 product improvements in just three years.

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Airbnb went back to being a profitable company.

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That's how the zones affect your time management and your priorities.

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There are two zones, wartime and peacetime.

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When Airbnb was collapsing, that was wartime.

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That's when you have to roll up your sleeves and get in there.

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Once the company stabilizes, step back again, become a multiplier.

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The key insight is that your zone dictates your role.

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War time zone can force you to move from a multiplier to a marker or from a marker to a maker.

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Your system has to be this dynamic.

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You've got to know which zone you're in and act accordingly.

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When you're building a startup or when you're in a tough market or swimming in the red ocean with sharks, it's war time.

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And when you're in war time, all bets are off.

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But even if you master your role and your zone.

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There is one final piece that separates the top 1 % from everyone else.

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The third and final piece of the system is the one non -negotiable.

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I've seen many CEOs struggle with this until one brutal question changes everything.

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When I served as the CEO of our AI company a few years ago, I had a great team,

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the timing was great, and we had a great product.

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So we were one of the top 20 fastest growing tech companies in the US, according to Deloitte Fast 500.

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And we were absolutely in war time zone.

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Every day was just plain chaos.

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And every night I would stay up wondering if we can hire the right people fast enough,

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whether our customers were delighted to have us as their partners.

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And then I started realizing that I was becoming a bottleneck in every decision.

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I had to ask myself that one question.

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What is the one thing that only I can do?

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That one thing I should focus on while I delegate everything else.

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And I thought about it and I realized that we were growing because of our mission.

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If I could focus on building relationships with our people and with our customers,

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then I could articulate our mission even more clearly.

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I focused on that one thing, relationships.

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On recruiting, on culture, on internal communication,

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on customer partnership, every touch point that helped me build the relationships.

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The rest of it, I delegated.

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I still had daily stand -ups with our C -level team.

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We had our weekly leadership meeting, product meetings.

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tech meetings, finance meetings.

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That's the operating rhythm of the company and you need that to build the execution muscle.

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But for me personally, my proactive focus was on that one thing that I couldn't delegate,

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which was building mission -driven relationships.

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Now, I'm not sharing this to show off or anything, but to showcase how you can put your CEO hat on.

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Your three -two -one system is about three roles, two zones, one non -negotiable.

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You have identified your one non -negotiable, but how do you actually delegate everything else without it all falling apart?

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The best leaders don't manage time, they manage trust.

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Steve Jobs and Johnny Ive are the gold standard when it comes to this.

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Johnny Ive was the chief design leader at Apple and he designed iPod and iPhone, iPad, Apple Watch.

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These were complex tasks, right?

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The designs had to be tasteful, but they had to keep in mind the cost.

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Cost of manufacturing, cost of supply chain, all of that.

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So Steve Jobs and Johnny would meet every day for lunch, and then they could go for a walk,

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and they would talk about business, design, aesthetics, art.

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Steve would ask deep questions.

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He would review everything.

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Every detail mattered to him.

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But here's the thing.

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Johnny never felt micromanaged.

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Why?

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Because Steve Jobs was there as a partner, not as a boss.

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He was in the details to learn everything, not to control everything.

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And that's what most people miss when they move from doing to delegating.

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Because leading is not about time management, it's about trust management.

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You review things, but to coach.

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You connect, but to provide context.

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You step in, but to unblock others.

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So your time management, outside of your own deep work, is spent on developing and managing trust.

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And how do you find the right rhythm for delegation?

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It depends on three things.

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If your teammate is new to the task, work alongside them.

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Build trust by giving comfort.

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If they have some experience, guide them closely, review steps, but build trust by giving clarity.

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And if they're experts, step into unblock.

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Build trust by giving context.

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That's what Steve Jobs was doing with Johnny Ive.

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If new hires get too much freedom, they will fail.

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And if experienced people get micromanaged, they will quit.

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You lose both ways.

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So that's trust management.

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Trust speeds up everything.

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And remember, you don't need to be a CEO or a founder to apply any of these ideas, right?

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You can still apply to your calendar with your teammate, to your roommate, your partner, your spouse, your kids, whoever.

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So here's what I would invite you to do this week.

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Pick any of the following.

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Define your role, name your zone, write your one non -negotiable, or delegate one repeatable task.

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And remember Remember the eternal principle.

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You cannot control time.

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You can only steward the time you have.

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In the end, good time management helps you make time for what matters to you personally, things that bring you joy and happiness,

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because your time is finite.

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If you liked this video, I hope you find time for another one here that I think you will enjoy.

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See you next week.

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Thank you and I love you.

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本課的詞彙與口語要點

這節口語課以影片“How To Manage Your Time Like a CEO”為素材。影片中反覆出現的詞有：role, manage, zone, management, maker。這段影片共有 192 個句子、2031 個單詞可供跟讀。講話部分時長為 13:42。說話人語速平穩，每分鐘約 148 個詞，很適合跟讀。 85% 的單詞屬於英語最常用的 3,000 詞，其餘的詞建議在練習前先學一下。

影片中的重點詞彙

影片中 15 個值得學習的單詞，附發音和釋義：

單詞	發音	釋義
delegate 名詞	/ˈdɛlɪɡət/	代表, 使節 /使節
maker 名詞	/ˈmeɪk.ɚ/	製造者 /製造者
founder 名詞	/ˈfaʊ̯n.dəː/	創辦人 /創辦人, 創立者 /創立者
priority 名詞	/pɹaɪˈɒɹɪti/	優先權 /優先權, 更重要的事
hire 動詞	/ˈhaɪɹ/	租借, 出租
productivity 名詞	/ˌpɹɒdʌkˈtɪvəti/	生產力 /生產力, 效率
partnership 名詞	/ˈpɑɹtnɚʃɪp/	合夥關係 /合夥關係, 合作關係 /合作關係
connect 動詞	/kəˈnɛkt/	連線 /連線
calendar 名詞	/ˈkæl.ən.də/	日曆 /日曆, 曆 /歷
insight 名詞	/ˈɪnsaɪ̯t/	見地 /見地
rhythm 名詞	/ˈɹɪð.əm/	節奏 /節奏
recruit 動詞	/ɹɪˈkɹut/	招聘, 徵兵 /徵兵
teammate 名詞	/ˈtiːmˌmeɪt/	隊友 /隊友
wartime 名詞	/ˈwɔː(ɹ)taɪm/	戰時 /戰時
trick 名詞	/ˈtɹɪk/	詭計 /詭計, 騙術 /騙術

影片中出現的短語動詞

單詞	發音	釋義
come up with 動詞		想出, 提出
show off 動詞		炫耀, 賣弄 /賣弄
slow down 動詞		減速 /減速, 放慢
speed up 動詞	/spiːdˈʌp/	加速, 加快
stay up 動詞		熬夜

值得反覆跟讀的句子

影片中簡短而完整的句子，可以直接用在日常對話裡：

Today, I'll share a simple system I used.
What got you here won't get you there.
You don't take their work and start rewriting.
You're doing and you're also delegating.
You're managing a very large team.

影片中的語法

說話人最常用的結構，並附上影片中的原話：

結構	影片中的用法
條件句 if + 從句，will/would + 動詞 — 條件及其結果	if experienced people get micromanaged, they will quit
現在完成時 have/has + 過去分詞 — 過去發生但與現在仍有關聯的事	has changed · I've seen · have identified

需要注意的發音

說話人用了 34 次縮略和弱讀形式，例如 you're, don't, they're。請按聽到的簡短形式來說。

“th” 音: rhythm /ˈɹɪð.əm/, aesthetics /ɛsˈθɛt.ɪks/, philanthropy /fɪˈlæn.θɹə.pi/
“sh” 和 “zh” 音: partnership /ˈpɑɹtnɚʃɪp/, transition /tɹænˈzɪʃ.ən/, execution /ˌɛk.sɪˈkjuː.ʃən/, delegation /dɛlɪˈɡeɪʃən/, showcase /ˈʃoʊˌkeɪs/
長單詞——注意重音位置: priority /pɹaɪˈɒɹɪti/, productivity /ˌpɹɒdʌkˈtɪvəti/, execution /ˌɛk.sɪˈkjuː.ʃən/, acceptable /əkˈsɛp.tə.bəl/, simultaneously /ˌsaɪmlˈteɪnɪəsli/

中文母語者容易讀錯的音：

/v/ — 不要讀成 /w/，上齒輕觸下唇: productivity /ˌpɹɒdʌkˈtɪvəti/, whoever /huˈɛvɚ/, invest /ɪnˈvɛst/, invite /ɪnˈvaɪt/, actively /ˈæktɪvli/
詞尾子音 — 要讀清楚，後面不要加母音: delegate /ˈdɛlɪɡət/, partnership /ˈpɑɹtnɚʃɪp/, connect /kəˈnɛkt/, insight /ˈɪnsaɪ̯t/, recruit /ɹɪˈkɹut/
/r/ 和 /l/ 的區別: principle /ˈpɹɪn.sɪ.pəl/, brutal /ˈbɹuːtəl/, profitable /ˈpɹɑ.fɪ.tə.bl̩/, accordingly /əˈkɔɹ.dɪŋ.li/, clarity /ˈklæɹ.ɪ.ti/

如何用這段影片練習

先完整聽一遍影片，不要開口，記下不認識的單詞。
用正常速度逐句跟讀，每句重複到你的節奏與說話人一致為止。
錄下自己的聲音並與原聲對比，特別注意 delegate, maker, founder 這類單詞。

什麼是跟讀法？

跟讀法 (Shadowing) 是一種有科學依據的語言學習技巧，最初開發用於專業口譯員的培訓，並由多語言者Alexander Arguelles博士普及。這個方法簡單而強大：您在聽英語母語原聲的同時立即大聲重複——就像是一個延遲1-2秒緊跟說話者的影子。與被動聽力或語法練習不同，跟讀法強迫您的大腦和口腔肌肉同時處理並模模擬實的講話模式。研究表明它能顯著提高發音準確性，語調，節奏，連讀，聽力理解和口語流利度——使其成為雅思口語備考和真實英語交流最有效的方法之一。

影子跟讀法: 閱讀完整分步指南 →

跟讀練習: How To Manage Your Time Like a CEO - 通過影片學習英語口語

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