跟讀練習: The Hard Truth About Leading Change - 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。
46 句
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The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.
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They will disrupt and derail everything you're working to achieve.
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Welcome to Moments with Marty.
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Your short, sharp shot of leadership insight to help you to stay on track between our weekly episodes of the No Bullshit Leadership Podcast.
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Before we get into today's moment, I just want to give a trigger warning.
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I'm going to use an expression that some people may find confronting or even disturbing.
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I thought about it carefully, and I decided to go ahead anyway
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because I believe it needs to be this graphic to get the point across with sufficient impact.
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But if you're feeling at all fragile at the moment, I'd suggest you just skip this episode.
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All right, still with me?
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And let's get into it.
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When I released episode 56 of the podcast, dealing with change resistance, I gave it the subtitle, you will have to shoot a hostage.
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Now, as I said, quite a graphic expression and I know it sounds a little severe, but having run several turnarounds over the course of my executive career,
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I was able to observe at close range the things that make a major change successful and the things that derail it.
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I've read a lot of literature on organisational change and much of it is incredibly useful in framing a change initiative.
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But if you ever wondered why your change didn't go as well as you'd hoped, despite your diligent, well-intentioned adherence to the frameworks?
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Well, it's likely that something was missing, a make-or-break part of any successful change program that's often overlooked.
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It has to be abundantly clear to everyone that not changing is not an option.
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I would absolutely love a world where every single person chose to embrace the change and move forward, but my experience tells me that this simply isn't the case.
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There are always going to be people who are too invested in the status quo.
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And for those people who have absolutely no intention of supporting the change, you can't mollycoddle them.
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You have to be swift and decisive.
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The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.
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They will disrupt and derail everything you're working to achieve.
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And if you think that's a bit harsh, look at it this way.
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Why on earth would you let the vast majority of good
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people be held back by a few rogue individuals who are self-seeking, dishonest and subversive.
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So yes, you want to bring everyone along for the journey.
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You want to give them a strong rationale for change and give them the opportunity to buy into it.
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As the ADKAR methodology suggests, you need to help your people to build their awareness, their knowledge, their desire and their ability.
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And when they move in the right direction, you've got to reinforce their behaviours.
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But all of this comes to nothing
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if you allow pockets of resistance to destabilise and impede the change process simply because you're not prepared to enforce the standards.
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Momentum is critical in change initiatives.
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And if there are no consequences for people who choose to behave badly, you will never get the momentum needed for truly successful change.
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I use the expression shooting a hostage because it has a dual purpose.
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The first, of course, is that you remove someone who would otherwise derail the change process.
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But the second and much more important purpose is sending the right message to everyone who remains.
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It demonstrates that you're serious.
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You actually mean what you say.
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If there are no consequences, then what comes out of your mouth is just conversation.
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And when you're executing major change, consequence-free environments simply don't work.
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For more depth on this insight, have a listen to episode 56 of the No Bullshit Leadership podcast, Dealing with Change Resistance.
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We'll leave a link in the show notes.
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I really hope you enjoyed this moment and that it gives you that extra little spark to be a No Bullshit Leader.
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Thank you.
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推薦影片
為何這個影片是絕佳的口語練習素材?
這段關於“引領變革”的影片對話邏輯清晰、用詞精準,非常適合作為雅思口語練習的材料。其內容聚焦職場領導力,話題貼近實際,既包含“derail”“mollycoddle”等高階詞彙,也有“swift and decisive”這樣的實用短語。更重要的是,演講者語氣堅定且富有節奏感,能幫助學習者模仿自然的英語語調與重音,提升口語表達的流暢度。
拆解地道表達,學習自然口語
我們可以從影片中提煉幾個典型句子,分析其為何聽起來自然:
- “The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.” 句中“the bottom line is”是口語中常用的總結表達,類似“歸根結底”,比生硬的“in conclusion”更接地氣。“at least attempt to”則體現了說話者的留有餘地,符合日常溝通的委婉性。
- “You have to be swift and decisive.” 兩個形容詞連用,簡潔有力,符合英語口語中“用詞簡潔、表意明確”的特點。這種結構在描述行動時非常實用,能讓表達更有衝擊力。
- “Momentum is critical in change initiatives.” “critical”一詞準確傳達了“至關重要”的含義,比“important”更具強調意味。整句結構清晰,適合用於說明事物的重要性,是提高英語發音時練習重音的好例子。
簡單有效的影子跟讀法練習步驟
利用這個影片進行shadow speak練習,可採用“重複-錄音-對比”的迴圈模式:
- 先完整觀看影片,理解內容大意,注意演講者的語氣和停頓。
- 逐句播放,每句暫停後立即跟讀,模仿發音、語調及節奏。重點練習“shoot a hostage”“consequence-free environments”等短語的連讀與重音。
- 用錄音裝置記錄自己的跟讀內容,然後與原影片對比,找出發音、語速上的差異,反覆修正。
- 每天抽取3-5分鐘,針對難點句子進行強化訓練,堅持一週即可明顯提升口語的自然度。
通過這樣的練習,不僅能掌握實用的英語表達,還能借助影片中的真實語境,提升職場口語的應用能力。若想找到更多適合的素材,可訪問專業的shadowing site,獲取豐富的影子跟讀資源。
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。














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