跟讀練習: 38K - 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。

430 句

如果句子過短或過長，請點選 Edit 進行調整。

I have used one strategy to win repeatedly across 13 years in business and also outside of business.

And it's one of the biggest reasons

that we had a $105 million launch for $100 million money models in 72 hours for my latest book.

And I'm going to explain why it's the highest risk-adjusted return move

that you can make to win more in business or just win more in life.

And so if you're not sure what to do right now within your specific business, no matter what industry or size business you're in or whatever goal you're pursuing, this will help.

I talk about more, better, new, a lot, but I want to dive into the one that is near and dear to my heart, the one that has made me the man that I am, which is more.

And I want to talk about that because the fundamental question that every single business owner needs to answer, and even every person pursuing any skill or endeavor needs to answer, is why can't I do more?

And for most people, doing more is the answer, and it's far more common than it is more.

What's very sneaky about more is that you get to a point, and then you say, there's no way I can do more.

And at that point is where the big unlocks in volume really occur.

Napoleon had this really great quote back in the day, and maybe it's misattributed to him, but he said, quantity has a quality unto itself.

Meaning like if you do so much volume, you do so much work, and in the military sense, if you just have so many people,

at some point it almost takes on its own quality of the amount of work, the amount of people, the amount of volume that you're putting into something, whatever it is that you want to break through.

So big picture.

I wanted to give you a couple cool little anecdotes to reinforce this.

Some of you guys know about Sherrod.

He was on the live with me.

He's our president at ACQ.

I don't tell you two stories about Charon.

I'll tell you the moment where like we went from being friends to me being like, man, I really want him to be, you know, president of acquisition.com.

So he was talking about how he was growing Real.

And so Real was a $200 million per year business.

And he had grown it from $200 million to $1.2 billion in less than three years, like 30 months.

And I want to put that there as a moment for you guys to think about that.

How insane that is.

$200 million to $1.2 billion, less than three years.

How does he do it?

We're having dinner.

And he says, I just did 260 events in the last 365 days.

And I was like, what do you mean?

And he was like, I flew around and I did every single real estate event.

I spoke on every single stage.

And that's how I generated, you know, more demand for our platform for realtors.

And when he said that to me at dinner, I was like, this guy, he gets it.

Now we've been friends for years, but seeing him so tactically involved in the business business

and being like that was the thing that took a 200 million dollar business to 1.2 million dollars.

Just sheer volume.

Now most people might hear that

and think well yeah I speak on stages one time a month

and you know I mean I'm on stages all the time.

It's like no no you're not on stages all the time.

You have no idea what being on stages all the time actually means.

Most business owners wildly underestimate the amount of volume one that is required and two that they are capable of.

Your capability is always higher than what is required but the thing is is that you might not know it yet.

And so I've had so many times in my life that it's become my de facto operating principle.

And so I want to read you this.

This is from my internal sales handbook that I have for my sales team.

This is the culture of acquisition.com.

Like we ask, how can we do more?

Many people say they want to be in the top 1% or 0.1% or even 0.01%.

But saying that has zero bearing on whether it happens.

Achievement comes from actions, not aspirations.

So let's get real.

To be the top 1%, you need to enter a room of 100 people and leave number one.

To be the top 0.1%, you need to enter a room of 1,000 people, like a local high school, and leave number one.

To be the top 0.01%, you need to enter an arena of 10,000 people and leave number one.

Think about it, a stadium.

And in a battle to the death in that stadium, you have to come out on top.

You beat everyone.

Not almost everyone.

Everyone.

And so if you have the goal to be in the top 0.01%, do you think that you can live a normal life?

Do you think that you can keep the same friends?

Do you think that you can keep the same hobbies?

Do you think you can stay up late and sleep in on weekends?

Do you think that you don't have to sacrifice what average people care about?

Do you think that they will support you when you start to pass them?

Do you think anyone will think this is healthy, balanced, or logical?

No, and they're right, but it doesn't matter.

When you want to be the 0.01%, there's no greater waste of time than explaining yourself to people who actively don't support you.

It's normal for people to not understand why you do what you do.

I say this because you cannot make yourself exceptional and live a normal life.

To make yourself exceptional, you must live an exceptional life.

And an exceptional life does not always mean better.

It just means that it's so different that most people will reject it.

And when that happens, you must reject them as well.

Oil and water do not mix.

That is what it really means to be exceptional.

You must become the exception.

So I routinely get asked the secret to success.

And it just comes down to this.

Number one, get better.

Number two, never stop.

If you do only those two things, you will win on a long enough time horizon.

The problem is people convince themselves they no longer want something once they see the experience of how hard it really is.

So I wanna set this expectation for you as you head off to practice scripts, mark your calendar and set your alarms.

The work begins when your motivation ends.

Just win.

That's from our internal handbook that we have at ACQ for our sales guys.

And I want to read that to you because I want to frame what I'm talking about today.

It seems like a very simple thing, just saying, just do more.

But like, it's almost become an art form and something that I have like a deep passion about, which is very odd to say.

But more actually has the highest risk-adjusted return move that you can possibly make within the business.

The reason more has the highest risk-adjusted return for a business

or for you is that it's so hard to get something to work, right?

Many of you guys have tried anything you have a new marketing channel, a new sales script, a new offer, you try a bunch of things and then finally something works.

The likelihood that you changing that thing and that next thing working is actually statistically very low, think about how many different things you had to try before something actually worked.

And so the idea is, okay, I have these limited resources, I can allocate them to take a risk and roll the dice, or I have this thing that I know works,

100

and I need to jam more into that machine, which is why the highest risk adjusted return moved.

101

Now, one of the other misconceptions that I think is that there's a huge preponderance of people who talk about optimization, getting as much as you can for as little as you can.

102

And I don't think there's anything wrong with that.

103

The difference is that there are optimizers and there are maximizers.

104

Maximizers try to ask the question, how do I get as much as I possibly can?

105

Optimizers ask, how do I get as much as I can out of as little as I can?

106

When you're looking at returns, maximizers win.

107

So what's the difference between first place, you know, gold in the Olympics and second in the Olympics?

108

Silver, right?

109

A tenth of a second in a race.

110

But what is the realistic difference, the real world or pragmatic difference between being the best in the world and second best?

111

Everything.

112

And so when you're talking to an Olympian, you're talking to somebody who wants to be the top 1%, 0.01%, 0.0001%, diminishing returns are still returns.

113

You need to do more because you're trying to win, not be cute about saying that you had great return.

114

And I say this to somebody who was a converted optimizer.

115

So in the earlier part of my life, I really prided myself on doing school with as little work as possible.

116

I was like, you nerds, I was like, you guys needed to study.

117

I can walk in and hit a 91 with no study.

118

And I'll tell you the story that really, really changed my life.

119

So this guy named Kemp Knott, he was like, and hopefully Kemp, you know, maybe you'll see this.

120

I gave Kemp a hard time.

121

I did when I was in high school.

122

And he was a kid who didn't catch on to stuff as fast.

123

And, you know, Kemp's a successful guy.

124

Now he's done great.

125

But this thing happened.

126

So all of high school, I kind of gave this guy a hard time.

127

And when we went to go apply to colleges, I wanted to go to Duke.

128

So Duke's a top five school in the U.S.

129

And I didn't get into Duke.

130

I ended up going to Vanderbilt, which is also obviously a great school but I wanted to go to Duke.

131

And guess who got into Duke?

132

Kemp Knott.

133

And so what was really interesting is that this whole time, like Kemp would go to study hall.

134

He'd be like, teacher, you forgot to assign his homework.

135

Like he was that guy, right?

136

And I honestly just really disliked him, but mostly because it probably just reminded me of my own inadequacies of like, I was just unwilling to do the amount of work that he was.

137

And I shamed him for doing the amount of work that he did.

138

I was like, you have to work so hard just to try and come close to me, right?

139

But in the end, he got into the better college.

140

And so it was this really humbling lesson for me that none of the colleges cared that I worked less than him.

141

They just cared about who had the best applications and who had the best grades.

142

And it was this really like very eye-opening experience.

143

And so when I went to college, I had a different frame that I was like, well, I'm not gonna lose.

144

I wanna go here and I wanna maximize.

145

I wanna study all the hours of the day that I'm not in class, at the gym, or at the cafeteria.

146

I'm in the library.

147

And you can ask anyone that I ever went to school with if you ever meet them.

148

Like, that's where I was.

149

I was in the library 12 hours a day because I was like, well, if I just study more than everyone, I'll get good grades.

150

And that worked out pretty good.

151

That's just kind of a, just a little bit of framing around why I have such a, such a strong affinity for more.

152

Now I'll give you a second, kind of a little bit more heady reason.

153

So I talked about how more is the highest risk adjusted return.

154

I talked about how diminishing returns are still returns.

155

They're still output, right?

156

The next piece though, is that change has a fixed cost and a variable reward.

157

All right, so let me explain what that means.

158

So I want you to imagine that this line right here, oh, nice and wet, how I like it.

159

My markers, calm down guys.

160

Okay, so I've got this line.

161

This represents your revenue or whatever your current level of activity or output is.

162

Okay, now what happens is most entrepreneurs, they say, you know what, I'm going to change something.

163

They think they're going to change something and things are going to get better, right?

164

You tweak something, you mess around, you change your page, change your script, change your onboarding process, whatever, right?

165

So then what happens?

166

Well, if there's people involved, typically output will go down.

167

You have to retrain the team, they have to practice.

168

You know, this variable affected two other variables you didn't know about.

169

And this is completely based on my observation.

170

You typically get about a 20% decrement or decrease in performance.

171

What ends up happening after that is it might not work

172

and then you stay here or it might be worse

173

and this goes here or it might get better and it comes back up eventually, right?

174

And then maybe you have a 5% higher output here.

175

This is now your new baseline.

176

Now, here's the thing.

177

If you have a 20% guaranteed decrease and you have the potential for a 5% increase, do you take that bet?

178

No. But I see entrepreneurs every day, myself included, for many years, taking that bet over and over again because I was like, I just have to get it better.

179

I just have to get it better.

180

But it was a fallacy.

181

It's not true.

182

Sometimes, like, your business will never be perfect and you have to accept that back.

183

It will not be perfect.

184

And the thing is, is you don't even know if it's going to get better.

185

You just aren't sure if it's, quote, good enough, and so you just want to change it.

186

You want to mess with it.

187

Right?

188

But the magic is the compounding returns you get when you do the same thing over and over again.

189

You get this depth of understanding, this depth of skill that happens with repetition, right?

190

If necessity is the mother of invention, repetition is the father of skill.

191

But let's look at what entrepreneurs will normally do.

192

Maybe they'll start seeing some increase here, but what do they do next?

193

They say, you know what?

194

I've got this other idea I have.

195

And so then they get another 20% decrease.

196

And so they're constantly living significantly below their output means

197

or your revenue or whatever your thing is below what your potential is because you're constantly changing stuff.

198

And I want to be real with you for a second.

199

If you're a small business owner, you've got maybe 10, maybe 20 employees, or if you're anything less than that, then like hear me right now.

200

The amount of resources that you have to implement change are so limited.

201

I pick like one big thing a year that I do.

202

Like one.

203

And what happens is, when you realize how limited your resources are in order to deploy successfully a new change or a new experiment,

204

what happens is it forces prioritization.

205

It forces you to focus on what things, if I only had one thing that I could do this year, what one thing would I be like, this is the bet I'm gonna to take?

206

Well, it certainly wouldn't be a 5% thing, right?

207

Well, maybe we can write handwritten cards.

208

We'll get a 5% increase in referrals.

209

Maybe, right?

210

But given those resources, what else could you do?

211

And so when you look at the whole thing, the whole spectrum, and this is how I want to frame strategy for you around this.

212

Most people think about business strategy.

213

I got this from Sharon.

214

I love this.

215

I'm using it all the time. So good.

216

Most people think about business strategy like they think about making dinner.

217

So they go to their kitchen, They open up the fridge, they look what's inside and say, what am I going to whip up?

218

Right?

219

That's how they think about business strategy.

220

But the question that we should be asking isn't, what am I going to whip up from what's inside the fridge?

221

We should ask the question, what the do I want to eat?

222

And then go get the ingredients and go make it happen.

223

When you're saying, I'm only going to take one bet or two bets this year that are going to be material, then it forces you to be like, it's got to be worth it.

224

Because here's the part that no one else knows.

225

If you change nothing, believe it or not, people get better at their jobs.

226

They get more skilled.

227

And so you'll typically have 1, 2, 3% increases that happen kind of month over month from you just not changing anything, from just leaving it alone.

228

And so this has taken me so much time because I'm a natural, I'm a yes hinge, right?

229

I'm like, let's do it.

230

Let's shake it up. But why?

231

Because the times I've made the most money in my life have not been when I've been changing the most.

232

It's actually when the business has been really boring and we're just blocking and tackling and doing it over and over again.

233

And so this is something that some people never learn.

234

Honestly, a lot of entrepreneurs never learn this.

235

And the hard question, the hard problem to solve is not the new idea that you want to try.

236

It's how can I do more once I've already exhausted my existing way of doing more.

237

So for me, the minimum rule is that it's got to be over 20%

238

if I'm going to get a 20% loss guaranteed.

239

Right? Of course.

240

But I don't even know if I'm going to get this 20% because we have to analyze this through, this is an investor frame, by the way.

241

It's called ICE, right?

242

Which is impact, which is like how big, right?

243

Confidence is how likely.

244

And then ease is what are the resources required for us to make this thing happen, right?

245

Now, the perfect world is something that has gigantic impact, gigantic competence, and super easy, right?

246

That would be the best type of thing.

247

And so when we have a risk-adjusted return move, we think, okay, I think this could double the business.

248

I have super high confidence, and I think it could be easy.

249

Then those are the types of bets we want to take.

250

Because said differently, if you know that somebody could double your business with one move, why would you do three?

251

Just because you have this compulsion to be busy, to mess with your team, doesn't mean it's what the business requires.

252

And so a lot of people use the business to satisfy their own ADD, to satisfy their own need for novelty, when the business thrives on sane.

253

It's very rare that you're Kodak and you need to adjust to the digital world.

254

It's very rare.

255

We love to tell these stories, but what we don't tell is the guy who just said, you know what?

256

I've got three levels of my membership and we're doing a million dollars a year.

257

How do I 10x my traffic and get to $10 million a year?

258

And then once I'm there, what do I need to do to get to another 10x of traffic to get to $100 million a year?

259

We don't ask those questions because one of the fallacies or the pains of small business owners is that we, and myself included, right?

260

We consistently think small.

261

We don't think big enough.

262

And so let me give you an example on this, right?

263

So let's say this is where people get obsessed around optimization.

264

They get obsessed around relative returns rather than absolute returns.

265

So let's say that you've got a marketing campaign where you put $100 in and you get, call it, let's say you get $1,000 out.

266

Okay, so this is 10 to 1.

267

Amazing, right?

268

Cool.

269

But as soon as you scale to $200, let's say that you now are getting 6 to 1.

270

So you get $1,200. Which is pretty bad.

271

You know, you spend twice as much money and you only made $200 more, right?

272

Most people would say, oh, I should stop doing this.

273

The maximizer says, we made more money.

274

Net-net, we made $900 here, $1,000 minus $100.

275

Here, we made $1,000.

276

This is still more.

277

And this is what people miss out on.

278

And so what happens is when you're a small business owner, you get obsessed with these relative returns.

279

And there's a point where you do want really high relative returns.

280

You want a big high LTV to CAC

281

and we can get into some of that stuff

282

but I want to just put a pin in this from a larger thinking perspective

283

because I will see people stay in these optimization loops for years.

284

You know, my opt-in page converts at 30%, right?

285

This is my opt-in.

286

And they'll just keep testing it, trying to get it to 35% or 40% or 45%.

287

But the thing is, it's like you will never 10x your business by getting this.

288

30% will never go.

289

It will never go to 300%.

290

It's never going to happen.

291

But you can 10x your inputs.

292

you can do more.

293

You can do more and you can send more in and then that will for sure increase your output, even if your relative return goes down.

294

If I had the choice between spending $10,000 and making a hundred back, 10 to one, or spending a million dollars and getting two million dollars back,

295

two to one, I would take a million in to get two back every day of the week twice on Sunday.

296

Why?

297

Because it's more.

298

It's still more.

299

It's absolute returns.

300

Absolute output.

301

When you're thinking about yours, and I'll bring this to business now, right?

302

I mean, I've been talking about business, but like more to business, more tactical.

303

We have our core four, right?

304

We have our four ways of getting customers.

305

We've got our warm outreach.

306

We've got our cold outreach.

307

We've got content.

308

And then we've got paid, right?

309

We have paid ads.

310

These are the only four things that you can do.

311

How do we do more, right?

312

So from an ads perspective, we'll start here.

313

More can simply mean more money.

314

It could also mean more creative.

315

It could mean more platforms.

316

All of these things are versions of more.

317

And so I will typically do this in reverse order of risk, right?

318

And so that means that I think that if I'm going to put this in order for paid, it'd be like, okay, well, the first thing I'm going to do is make more creative.

319

If I have more creative, I have a higher chance of getting more winners.

320

If I have more winners, then I'm gonna get better ROAS and I'll be able to scale to more markets, more avatars, more segments.

321

Great, so that's the first more I'm gonna do.

322

The second more I'm gonna do is I'm gonna say, I'm gonna spend more money on ads.

323

How can I take my $100 a day and spend it for $1,000 a day?

324

What stops me from doing that?

325

And then third, if I do step one to step two and I make way more creative and I spend more money, then at that point I say, okay, now that I've built this machine that can create 10 times the creative volume.

326

How do I do this within the context of Instagram?

327

Or how do I do this in context of TikTok?

328

Or how do I do this in the context of X, right?

329

Each of these platforms.

330

So some of you guys don't know this, but for the launch, for the Money Models launch, this puppy, right?

331

So for this guy, the reason we were able to do 105 point whatever million at the launch is

332

because we advertised so much, right?

333

So we did, I think 2000 plus ads Before the six weeks out began, we had banked those 2,000 ads.

334

2,000, like count to 100 and then do that 20 times.

335

And if you counted, you'd be like, wow, this is really boring.

336

That's how long it takes to count to 2,000.

337

We made 2,000 ads, which takes significantly longer than counting to 2,000.

338

And so this is what people dramatically misunderstand is the amount of work it takes to do more.

339

Because then I can say, well, I only have five editors.

340

They can only do five ads a day each.

341

And that's 25 ads a day is all we can put out.

342

Well, if I got to 2,000 ads, do I think that I would have a higher likelihood of hitting this big goal?

343

Yes.

344

What would it take?

345

So it turned out, we did the math, it took 15 editors.

346

And so that means that we had to contract 10 more to do the editing.

347

What does that cost?

348

A lot less than 105 million.

349

So we did it.

350

So we figure out what would it take to get this big goal in terms of volume, and then what are the resources required to do that, and then is it worth it?

351

And most times the answer is a resounding yes, Not a small yes, a big ass yes.

352

And so then we say, then what's stopping us?

353

And the answer is almost always nothing.

354

Just do more.

355

Now, that's how I would attack paid from a more perspective, right?

356

From a content perspective, it's the same thing in terms of scaling editors.

357

Now, one of the interesting things about doing more is that doing more is so painful.

358

It's so much work.

359

It's a lot of work to do more.

360

But that pain forces another forcing function, which is you will try and minimize how much work you're doing.

361

Or at least you will try and get more.

362

If you have a fixed work, like I'm going to do 100 calls no matter what, I'm going to do 100 minutes of content no matter what, what do you think happens?

363

You think, man, it'd be really nice if I got higher pickup rates.

364

So then you start looking at your time and saying, you know, people pick up more in the afternoons for my market, or they pick up really hot between 5 and 7 a.m in this particular market,

365

whatever, assuming you follow the law, whatever.

366

You start getting better.

367

You start looking at the data.

368

You start saying, go like, if I'm going to do all this work, I might as well make it worth it, right?

369

But you have to put yourself in that pain, that pain of the lack of leverage, the pain of it being inefficient.

370

But you have to keep it there because what happens otherwise is like the weak-minded, the weak of will will do 100 for one day or two days in a row.

371

And they'll say, I didn't get the result I wanted.

372

So it's like, duh, of course you didn't.

373

You didn't do nearly enough.

374

And so this is why I think people stay small.

375

They get obsessed with the margin.

376

They get obsessed with the relative returns.

377

They get obsessed with the optimization.

378

But sometimes you just have to do a violent, unreasonable amount of work for an extended period of time because part of volume is the consistency associated with it.

379

We couldn't make 2,000 ads in a day.

380

We had to make 25 or 50 ads

381

and we had to do it every single day for hundreds

382

of days in a row to get to the point where we could make 2,000, right?

383

And that was before we started.

384

We ended up, what, with 3,000?

385

2,800.

386

We made 2,800 ads.

387

But we're like, man, I can't scale my adspots a certain way.

388

You don't have enough.

389

We spent $500,000 a day, per day, at the end of the launch.

390

The last few days.

391

And you can only get to that level of scale with an equal amount of scale in terms of the inputs.

392

This is probably my favorite volume story that I have because it was so real for me.

393

I paid somebody who was, you know, way bigger than me at the time in terms of, like, content and all that stuff early on in my career.

394

And I was like, hey, you know, what should I do?

395

And he was like, dude, he's like, you just need, he said, pull up your LinkedIn.

396

And I was like, okay.

397

He said, pull up my LinkedIn.

398

And he had made 10 posts that day, and I had made one.

399

He was like, okay, pull up Instagram.

400

Pull up your Instagram.

401

He had made three.

402

I hadn't even made one that day.

403

And then he said, pull up your YouTube, pull up my YouTube.

404

And once we did this two or three times, I was like, I get it.

405

I get it.

406

I just need to do way more.

407

He's like, yeah, dude, like way more.

408

And so we as humans often think I need to do twice as much.

409

I need to do three times as much.

410

We can't fathom what it would mean to do a hundred times as much or a thousand times as much.

411

But if you want to beat every fucking human being in the arena to the battle of the death, wouldn't you wanna leave no doubt?

412

Wouldn't you wanna make fucking sure that you were going to win?

413

Because here's the thing, if you see someone ahead of you, a lot of people get triggered by this.

414

They see someone ahead of them, they throw rocks at them, and they're like, because it makes them feel bad at themselves.

415

I strongly encourage you not to do that.

416

If someone is doing better than you, they are better than you in some way.

417

And in that, you can learn of them, real.

418

So when someone's doing better, if you're like, I gotta beat them, you look at their volume, right?

419

And let's say that someone's doing three times volume that you can see, right?

420

What do you do?

421

Do you do three times the volume?

422

No, because now you're just matching them.

423

You need to do 10 or 20 or 30 times the volume because not only that, they're doing volume that you can't see.

424

You're just judging on the volume you can see.

425

And so if you want to leave no doubt, it's like not only if I did the same amount of work as that guy, I'm always behind.

426

So I got to do more work to catch up, but that's just based on what I can see.

427

I might have to do more, more to make sure that I accommodate for the things that I can't see.

428

And so I think I would ask yourself the question, if I knew beyond a shout of a doubt that if I could do 100 times more than I'm currently doing, I would hit the goals that I have, then I would then ask the question, great, what resources are required?

429

And then following up to that, is it worth it?

430

And if the answer is yes, what's stopping you?

下載應用

流利口語所需的一切

AI 發音評分逐句打分

音標練習掌握每個音

詞彙學習建立你的詞庫

詞彙遊戲邊玩邊學

掃碼

Download on theApp Store Get it onGoogle Play

FOR YOU

影片背景與核心觀點

影片中，一位在商業領域深耕13年的成功者分享了其致勝策略——“更多”。他以自身及合作伙伴的案例說明，通過提升行動量（如一年舉辦260場活動），可實現業務從2億美元到12億美元的突破。這一理念不僅適用於商業，也能指導個人成長，核心在於突破對“能力上限”的固有認知。

日常交流高頻短語

win repeatedly：持續成功
risk-adjusted return：風險調整後收益
sheer volume：純粹的數量
de facto operating principle：事實上的運營原則
wildly underestimate：嚴重低估

影子跟讀練習指南（針對本影片）

本影片語速中等，邏輯清晰，適合用於英語影子跟讀和雅思口語練習。以下是分步練習法：

步驟1：拆分片段

將影片按內容分為“核心觀點”“案例分享”“實踐原則”3部分，每部分30秒-1分鐘，降低難度。

步驟2：模仿發音與語調

重點關注提高英語發音的準確性，如“quantity”“capability”等長單詞的重音。跟讀時注意 speaker 強調“more”時的語調變化，模仿其自信的語氣。

步驟3：同步複述

採用shadowspeaks技巧，滯後0.5秒開始跟讀，訓練聽力與口語的同步反應。若跟不上，可先逐句聽寫，再進行shadow speak練習。

步驟4：強化高頻表達

針對“how can we do more?”等重複出現的句式，進行10遍以上跟讀，熟練掌握其在不同語境中的用法，提升口語流暢度。

堅持每日練習15分鐘，可有效突破“不敢說”“說不快”的瓶頸，為雅思口語或日常交流打下堅實基礎。

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 there's people involved, typically output will go · if you counted, you'd be
現在完成進行時 have/has been + -ing — 以前開始、現在仍在繼續的動作	I've been changing · I've been talking
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 made · we've been · I've had
定語從句 who / which + 從句 — 補充說明人或事物	people who actively · about, which is · machine, which 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。

影子跟讀法: 閱讀完整分步指南 →

跟讀練習: 38K - 通過影片學習英語口語

選擇練習模式

下載應用

推薦影片

How to Get Ahead of 99% of People (Starting Today)

Unlock Your Potential: Storytelling Beats Generic Answers #shorts

Directness with Respect: How to Make the Hard Conversations Easy

The New Way of Making Content In The Age of AI

Erin McGoff: How to be Instantly More Confident at Work

If You’re Ambitious, But Stuck, Watch This.

3 Secrets To Creating A Breakthrough in ANY Difficult Situation

Andrew Tate Explains - "How To Have Massive Influence"

What We Get WRONG About Business | Simon Sinek

How to Stop Overthinking

Donald Trump, "Think Big"