跟讀練習: What Makes a Great Leader? - 通過影片學習英語口語
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86 句
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We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,
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is they don't have the kind of leadership they need.
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If you came to the Harvard Business School 100 years ago,
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great leadership was really about setting direction and making sure that people went in that direction.
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How do you come up with strategy?
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When I came almost 40 years ago, we moved a bit from strategy to really vision.
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So people like John Cotter and Warren Bennis helped us understand
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that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
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What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?
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Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
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You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?
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Instead, leading innovation is about getting people to co-create that future with you.
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And co-creation requires a different kind of leadership.
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If you want to lead an organization and build an organization that can innovate at scale with speed,
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really leaders have three functions they have to fulfill.
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The ABCs of leadership.
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A, you must be an architect.
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B, you must be a bridger.
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And C, you must be a catalyst.
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The first role is the role of architect.
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building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
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Innovative work is not about an individual having an aha moment.
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It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
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again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
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The idea here is that everyone in your organization has a slice of genius.
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Everyone has talents.
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Everyone has passions.
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Your role as a leader is to unleash the diverse slices of genius in your organization
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and then leverage and harness them for the collective good.
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How do you get everyone in the organization to understand
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that they need to work on not just what they should be doing, but what they could be doing?
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The second is B or Bridger.
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We have to go outside the organization to get access to talent and tools.
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You need to be able to bridge because you do not have the talent
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and tools you need inside your organization to innovate at speed.
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Or at scale, just don't.
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Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.
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And that means trying to innovate across boundaries.
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So we see many organizations building out new units
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or asking leaders to lead units in
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which they really are serving as the bridge between the outside of the organization and the inside.
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We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
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that they need to partner with other digital first companies to get access to the cloud.
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Because other organizations might be better at it than they are better at it
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and they need to focus on other things that are their core capabilities.
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And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
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And there can be a couple of reasons for why you want to do that.
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One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
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to be able to innovate, because they've got to create something that you need to fulfill your purpose.
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The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.
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It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.
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So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
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An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,
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have more cybersecurity, that helps you as well.
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So that's an instance of being a catalyst.
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But when you're actually doing the act of working across, that is where you're being a bridger.
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So these three roles are very interconnected.
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We've been studying the leader who runs the trials for Pfizer.
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Turns out that Pfizer can only innovate
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and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
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And so we have leaders there who are working across with vendors
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and turning those vendors into partners where in fact we have a real connection.
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We do trust each other.
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We do know how to influence each other.
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We are willing to make mutual commitments because only when we have
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that deep connection are we willing to do the hard work
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together necessary to actually do something like run those trials in 266 days and make the impossible possible.
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Now what you see, again the catalyst role of
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that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
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and think about what are some new standards we want to set
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and talk with the regulators about now that we know what's possible.
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allow us to bring hope to patients even faster
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if we work across the industry to raise all of our capacity to do more innovative work.
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So what we see is organizations have to go outside to get what they need.
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What they're really all about is learning how to exercise influence when you don't have formal authority.
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We've got to let go of formal authority as our source of influence and power.
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Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
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connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
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Don't rely so much on your formal authority as a way of influencing people.
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It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
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but you're not building their commitment.
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And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
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particularly a breakthrough kind of innovation.
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You don't use formal authority as a way to get things done because you cannot tell people to innovate.
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You can only invite them.
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It is a voluntary act.
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本課的詞彙與口語要點
這節口語課以影片“What Makes a Great Leader?”為素材。 影片中反覆出現的詞有：organization, innovate, leader, formal, authority。 這段影片共有 62 個句子、1176 個單詞可供跟讀。 講話部分時長為 6:17。 說話人語速較快，每分鐘約 187 個詞，會出現較多連讀和弱讀。 87% 的單詞屬於英語最常用的 3,000 詞，詞彙容易理解。
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 |
|---|---|---|
| formal 形容詞 | /ˈfɔɹməl/ | 正式 |
| commitment 名詞 | /kəˈmɪtmənt/ | 承諾 /承諾 |
| innovation 名詞 | /ˌɪn.əˈveɪ.ʃən/ | 革新, 創新 /創新 |
| mutual 形容詞 | /ˈmjuːt͡ʃuəl/ | 相互 |
| diverse 形容詞 | /daɪˈvɜːs/ | 多種多樣的 /多種多樣的, 多種的 /多種的 |
| catalyst 名詞 | /ˈkæt.ɪ.lɪst/ | 觸媒 /觸媒, 催化劑 /催化劑 |
| genius 名詞 | /ˈd͡ʒin.jəs/ | 人才, 天才 |
| vendor 名詞 | /ˈvɛn.dɚ/ | 賣主 /賣主, 賣家 /賣家 |
| ecosystem 名詞 | /ˈikoʊˌsɪstəm/ | 生態系 /生態系, 生態系統 /生態系統 |
| experiment 名詞 | /ɪkˈspɛɹ.ə.mənt/ | 實驗 /實驗 |
| architect 名詞 | /ˈɑɹ.kɪˌtɛkt/ | 締造者 /締造者, 創造者 /創造者 |
| slice 名詞 | /slaɪs/ | 片 |
| ambition 名詞 | /æmˈbɪʃ.ən/ | 奢望, 抱負 /抱負 |
| fulfill 動詞 | /fʊlˈfɪl/ | 履行 |
| collaborate 動詞 | /kəˈlæb.ə.ɹeɪt/ | 合作, 協作 /協作 |
影片中出現的短語動詞
| 單詞 | 釋義 |
|---|---|
| come up with 動詞 | 想出, 提出 |
| figure out 動詞 | 弄清楚 |
| go back 動詞 | 回去, 返回 |
| put together 動詞 | 拼合, 組合 /組合 |
| turn out 動詞 | 原來 /原來 |
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 |
|---|---|
| 現在完成進行時 have/has been + -ing — 以前開始、現在仍在繼續的動作 | We've been studying |
| 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 | I've come · has become |
需要注意的發音
說話人用了 21 次縮略和弱讀形式，例如 you're, don't, we've。請按聽到的簡短形式來說。
- “sh” 和 “zh” 音: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- 長單詞——注意重音位置: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
中文母語者容易讀錯的音：
- /v/ — 不要讀成 /w/，上齒輕觸下唇: innovation /ˌɪn.əˈveɪ.ʃən/, diverse /daɪˈvɜːs/, vendor /ˈvɛn.dɚ/, collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/
- 詞尾子音 — 要讀清楚，後面不要加母音: commitment /kəˈmɪtmənt/, diverse /daɪˈvɜːs/, catalyst /ˈkæt.ɪ.lɪst/, genius /ˈd͡ʒin.jəs/, experiment /ɪkˈspɛɹ.ə.mənt/
- /r/ 和 /l/ 的區別: formal /ˈfɔɹməl/, collaborate /kəˈlæb.ə.ɹeɪt/, rely /ɹɪˈlaɪ/, collaboration /kəˌlæbəˈɹeɪʃən/, voluntary /ˈvɑ.lənˌt(ɛ)ɹi/
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。
- 先用 0.75 倍速逐句跟讀，熟練之後再回到正常速度。
- 錄下自己的聲音並與原聲對比，特別注意 formal, commitment, innovation 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。