跟讀練習: If Your Team Never Fails, It Isn’t Learning - 通過影片學習英語口語
選擇練習模式
每種模式都會開啟全屏練習室。
17 句
如果句子過短或過長，請點選 Edit 進行調整。
1
RON FRIEDMAN: Over the last few years, my team and I have done a deep dive on what high performing teams do differently. We surveyed thousands of workers, and asked them two key questions about their teams. Number one, how effective is your team at meeting its goals? And number two is, compared to other teams in your industry, how would you rate your team's performance?
羅恩·弗裡德曼：過去幾年裡，我和我的團隊深入研究了高績效團隊的與眾不同之處。我們調查了數千名員工，向他們提出了關於所在團隊的兩個關鍵問題。第一個問題是，你的團隊在實現目標方面效率如何？第二個問題是，與同行業的其他團隊相比，你會如何評價自己團隊的表現？
2
Then we took the teams with a perfect score, a very tiny group we call super teams, and looked at what are the super teams doing differently on a day-to-day basis? And we looked at everything from how they structure their day, to how they run their meetings, to even how they recover in the evenings and weekends. The patterns were striking.
3
Superteams share three key strengths. The first is they get more done by better managing their time, energy, and attention. The second is they don't just collaborate well, they actively make one another better. And the third is that they're not satisfied doing great work. They're constantly building their skills and improving over time.
4
In today's discussion, what we're going to cover is the latter of the three strengths how super teams get better over time. At most companies, getting better is surprisingly difficult, and that's because improvement requires two things that most businesses are not particularly comfortable with-- and that is risk taking and failure. Trying something new often involves making mistakes.
5
Unless the team feels comfortable making those mistakes, learning simply becomes impossible.
6
There are a few tactics that I often see on superteams. The first is that they are constantly experimenting. The other thing that they are very high on, is they're very high on something called feedback seeking. And the third thing is that they reward innovation. And so we tend to see more people trying new things, because there's more of an opportunity for people who come up with new ideas to incorporate what they find into their career path.
7
An experiment is a low, small risk test that allows your team to learn something new before committing to a decision. By definition, if you know it's going to work, it's not an experiment. You're exchanging efficiency for information. So even if it doesn't work out, even if the experiment is a failure, you're going to learn something that helps you improve in the future. I think that there are simple things that any leader can do to incorporate this learning and experimentation mindset, and part of it is having a weekly review of experiments that are ongoing, regardless of whether they were successful or failures. The idea is to socialize some of these findings so that people appreciate that this is something that is a routine way in which this team operates.
8
One of the things we from the research is that 85% turns out to be a pretty good indicator. You're looking for 85% success. It tells you you're generally successful, but it also tells you you're failing a small portion of the time-- and that is suggestive of someone who is stretching, while still performing at a high level.
9
One of the fascinating findings in our research on superteams is that the quantity of feedback that they receive on a regular basis is much higher than those on average teams. And part of it is because the leader is delivering feedback more frequently, and they're doing it in a way that is motivating rather than judgmental. But on superteams, people get more feedback from their colleagues. And it's not because their colleagues are pointing out mistakes that they're making.
10
It's because they're sharing their work early, they're getting input from their colleagues, and they're making revisions before the work gets to the boss or to the client.
11
There are a couple of things that leaders can do to get their team higher in feedback seeking. The first thing is, focus on the future, not the past. The second thing is, don't provide a laundry list of all the things they need to change.
12
Focus on one small thing they can change to get better in the future.
13
And the third thing is, when possible, try to make it a conversation. Don't just say, here's what I need you to do. Say, here's what I think might help in the future. What do you think? That's the kind of feedback that gets people feeling energized rather than judged.
14
One of the things that superteams do really well is they reward innovation.
15
And my favorite example of this is GM, the company that is best known for Post-Its and for Scotch Tape. They've been around for over 120 years. The question is, how do you create a company that is so effective for so long? One of their secrets is rewarding innovation.
16
At 3M, they have a policy called the 30% rule. In order for a division to earn its bonus, at least 30% of its revenue must come from a product introduced in the last four years. And I love this approach, because it ensures that even if things are going well, your team will not coast, because they're constantly worried about what's next. One of the keys is rewarding intelligent failure. And what that refers is the idea that when someone takes a real risk and it doesn't work out, they get the same level of reward as someone whose experiment resulted in a giant success.
17
I think unless you're seeing some degree of failure or setbacks, what it suggests is not that everything is going perfectly, but you're not stretching your skills or developing in an ongoing way. Part of what leaders need to let go of is the desire for perfection, and instead embrace the progress mentality-- and that requires portfolio thinking. You're going to have some degree of risk, and that's what's going to lead to ongoing improvement. But if you have no risk and everything is going perfectly, it doesn't mean you're getting everything right. It means you're falling behind.
同頻道
B21
How to Find a Mentor Who Can Accelerate Your Career | Christine vs. Work
Business EnglishInterview EnglishUniversity Students
C12
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C17
Turn Anxiety into Action
Business EnglishWorking Adults
B2Stand Out in a Job Interview | The Harvard Business Review Guide
Business EnglishInterview EnglishUniversity Students
C15
How to Be Creative on Demand
Business EnglishUniversity StudentsWorking Adults
C15
Commander's Intent Enables Great Leadership
Business EnglishWorking Adults
C11
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
C13
The Five Competitive Forces That Shape Strategy
Business EnglishUniversity StudentsWorking Adults
B22
How to Get Good at Small Talk, and Even Enjoy It
Business EnglishDaily ConversationUniversity Students
C13
What Makes a Great Leader?
Daily ConversationUniversity StudentsWorking Adults
C14
Can Work Make You Happy? Should It?
Business EnglishUniversity StudentsWorking Adults
C13
Use Strategic Thinking to Create the Life You Want
Business EnglishUniversity StudentsWorking Adults
C14
How AI Is Changing Strategy—and 4 Skills Leaders Need Next
Daily ConversationUniversity StudentsWorking Adults
C16
A Smarter Way to Delegate: What to Keep vs. What to Hand Off
Business EnglishWorking Adults
C13
Identity Crisis: Why Defining Yourself by Your Career Is a Problem
Business EnglishUniversity StudentsWorking Adults
C14
A Plan Is Not a Strategy
Business EnglishUniversity StudentsWorking Adults
C139
You Need to Be Bored. Here's Why.
Business EnglishUniversity StudentsWorking Adults
FOR YOU
推薦影片
C12
54 句
The art and science of failing well
Business EnglishUniversity StudentsWorking Adults
C13
58 句
You Hired Them for a Reason. So, Earn Their Trust.
Business EnglishUniversity StudentsWorking Adults
C13
260 句
【TED】優れたリーダーはどうやって行動を促すか/サイモン・シネック （日本語字幕）
Business EnglishDaily ConversationUniversity Students
![[C1] Learn Soft Skills for Workplace Success | Business English Practice](https://img.youtube.com/vi/yUZkoFAkBtc/mqdefault.jpg)
C124
82 句
[C1] Learn Soft Skills for Workplace Success | Business English Practice
Business EnglishUniversity StudentsWorking Adults
C19
117 句
Atomic Habits: How to Get 1% Better Every Day - James Clear
Business EnglishUniversity StudentsWorking Adults
C117
69 句
Why Effort Matters More Than Talent | Angela Duckworth
Business EnglishUniversity StudentsWorking Adults
B22
351 句
Directness with Respect: How to Make the Hard Conversations Easy
Business EnglishUniversity StudentsWorking Adults
C13
356 句
#02 Common Pitfalls of building Human Resources Strategies
Business EnglishUniversity StudentsWorking Adults
B27
20 句
Why Nothing Changes (And How To Break Free)
American AccentBusiness EnglishUniversity StudentsWorking Adults
C11
346 句
Trust the Process: How to Design Teams That Actually Work
Daily ConversationUniversity StudentsWorking Adults
為什麼這個影片是絕佳的英語口語練習素材？
這段關於高效團隊的影片不僅內容有深度，還非常適合英語口語練習。它的語速適中，用詞精準且貼近職場場景，涵蓋了“experiment”“feedback seeking”等實用表達，無論是雅思口語練習還是日常商務英語提升都很適用。影片中羅恩·弗裡德曼的演講風格自然流暢，帶有輕微的強調和停頓，非常適合用來訓練英語影子跟讀（shadowspeak），能幫助學習者模仿 native speaker 的語調與節奏。
拆解自然表達，學習地道口語
我們來看看影片裡的幾個經典句子，分析它們為何聽起來自然：
- “Unless the team feels comfortable making those mistakes, learning simply becomes impossible.” 這裡用“unless”引導條件句，簡潔有力地表達了“除非……否則”的邏輯，比生硬的“if not”更符合口語習慣。
- “You're exchanging efficiency for information.” “exchange A for B”是地道的搭配，意為“用A換取B”，生動地說明了實驗的本質，比“give up A to get B”更簡潔。
- “That's the kind of feedback that gets people feeling energized rather than judged.” “rather than”連線兩個對比的狀態，“energized”和“judged”用得精準，讓句子富有層次感，體現了口語表達的靈活性。
簡單實用的影子跟讀練習步驟
利用這個影片做英語影子跟讀，推薦這樣的練習 routine：
- 先完整聽一遍影片，熟悉內容和語速。
- 逐句播放，每句暫停後立即跟讀，注意模仿語調、重音和停頓（比如“super teams”中的重音位置）。
- 用錄音裝置記錄自己的跟讀，對比原影片，檢查是否在“feedback seeking”“reward innovation”等短語的發音上與 native speaker 接近。
- 每天選取 3-5 個句子重複練習，堅持一週，你會發現口語流暢度和語感明顯提升。
這個方法不僅適合雅思口語練習，也能幫助你在日常交流中更自然地表達複雜觀點。找一個合適的 shadowing site 配合練習，效果會更好哦！
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 |
|---|---|
| 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 | have done · They've been |
| 定語從句 who / which + 從句 — 補充說明人或事物 | people who come · someone who is |
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。