跟读练习: A conversation with Sergio Rial: New trends in leadership - 通过YouTube学习英语口语
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Let's talk about culture.
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71 句
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Let's talk about culture.
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What are the components of a high performing culture?
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And when you're involved in a culture that you want to move and change and tweak in a different direction, how do you do that as a leader?
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Ambition.
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It's such an important, such an important aspect of anyone's life and any company's intent.
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I think you've got to have a realistic ambition for your company.
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The second one is risk.
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There's not going to be reward without risk and I think you've got to understand, size it, price it and pursue it.
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So I think you should not shy away from risk, you should actually embrace it.
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So I think a lot of companies, what they spend a lot of time, they're risking all the time, which I can understand and I think it's part of any company's fiduciary roles and duties.
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But I think at the same time, facing and defining risk and embracing it to a degree that you can actually understand and as long as you understand it, you should really embrace.
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When you have a culture that is ambitious, when you have a culture that looks at risk with a mind to play to win as opposed to play not to lose, you certainly start having a culture that wants to accomplish things.
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Yeah, that's a great statement, playing to win as opposed to playing not to lose.
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You may have noticed that there are now three fewer global American food companies and there are now three new global Brazilian food companies.
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There must be some nationalistic pride.
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Tell Tell me, what have the Brazilians brought to these companies from their global perspectives that seemingly, and not to overgeneralize, that the previous managements of those great global companies were missing?
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I think complacency was pretty much ingrained in many of those companies.
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And I think that's a challenge for large companies.
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I don't think it's a question of the Brazilians.
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I mean, what I think this culture of this particular investor has basically focused on is performance.
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performance and high performing teams and having compensation completely aligned to very few targets and being absolutely relentless around what needs to happen from a productivity point of view.
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Big companies in big countries, particularly when they've been successful for so many years, complacency gets ingrained in the DNA.
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And what you have is a disruptive new owner who comes and basically says, well, I think we can do better.
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So I think at the root cause, ambition and an ability to take risks.
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I go back to that sort of thing about high performing teams.
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Ambition and risk are very, very closely correlated.
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And these people, these new investors come with a lot of ambition.
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They're taking a lot of risk.
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In some cases, they're doing that with debt.
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So they've got to make sure that in a couple of years, they're going to be able to bring the company to an optimal capital structure.
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But they don't get confused with the real task, which is performance.
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You've lived in Europe, you've lived in Asia, you've lived in the United States, and although you're a Brazilian, you've spent most of your time everywhere else, but more recently now in Brazil.
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How do you define diversity?
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I don't think I can define.
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What I think it is people with very significant different backgrounds that can very much enrich the dialogue that is taking place in the company.
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I think what you don't want to have in a boardroom or with your management team is just a bunch of people who just came from the same school, from the same community, with the same values it's very comfortable but it's not necessarily very conducive to disruptive thought process I mean we are living in a world going back to the digital threat I mean many business models are being disrupted as we speak constantly we've got to have people with not only different cultural backgrounds but academic backgrounds I think you may very well be as I've been in many companies in the agro space, agricultural space, strong marketing background, strong digital background.
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You don't necessarily have to go through just, you know, agronomics to be a good and effective leader.
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And the same applies to the financial industry.
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The same applies to any industry for that matter.
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I think diverse academic and cultural backgrounds are absolutely vital in a world that is changing so fast.
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Yes, so you have a very broad and expansive definition of diversity.
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I do.
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And if I may just expand on that one, Pat, for example, if you look at the U.S.
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food companies in general, or if you look at some American firms, this has been and continues to be the most important market in the world, in the world scene, and that's not going to change for the foreseeable future.
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But what that has created is the, in some cases, the inability to have devoted time and resources to create the skill set, to look at the world and seize opportunities somewhere else.
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How many U.S.
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food companies have actually become truly international?
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It wasn't because they didn't have the resources, the capital, or even the right boards to steer them in that sort of thinking process, but they weren't able to create the cultural fabric and the skill set with people that would be able to give them so many different perspectives in analyzing the Asian opportunity, the South American opportunities last challenge, depending which sectors you are operating.
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So people really failed.
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Look at the U.S.
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airlines for that matter.
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I mean, is the world scene going to be defined for US airline in the US?
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Definitely not.
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Look what's happening with the Middle East carriers.
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So the world is becoming also not very much interchangeable and the so-called developed world has developed a sort of a, or has maintained a culture that it's of doing the same, better each and every year without necessarily challenging and adding other skills, incubating very vital skills to play in different markets in an effective manner.
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It's learning how to crack the cold in markets where you are completely uncomfortable, but still be able to do business in a way that you are comfortable.
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So let's talk about sort of the next generation of talent.
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We call them millennials.
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What are your thoughts on leading this new group of young people into this brave new global climate?
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Not so sure.
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I'm totally equipped to give you that answer.
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I think people are geared and driven towards accomplishments.
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They may not be necessarily financial accomplishments, but I think the millennials working today in Apple, I'm sure they're pretty proud.
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I mean, Apple has basically redesigned the way human beings communicate with one another.
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How much more profound could that be besides performance just follows.
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Financial performance is a consequence of a really true phenomenal intent.
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I think where they can actually help companies is finding answers to problems that we do not even see.
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I mean, human beings are attracted by problem solving.
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And I think millennials probably will help us in finding problems that we don't even realize we have them.
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And I think Apple has been a classic case of showing human, you know, mankind that we actually had some problems we never realized we had those problems and they came with a solutions and guess what happens to the response.
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So I think they're going to help us to find problems we haven't really figured out we have them.
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背景与上下文
在这段对话中，塞尔吉奥·里亚尔讨论了领导力的新趋势，特别是高绩效文化的组成部分。他强调了雄心和风险的重要性，认为这些因素对于个人和公司的成功至关重要。此外，他还提到多样性在当今快速变化的世界中的必要性。通过以新投资者的视角来看待企业，里亚尔表明了文化、表现和团队合作之间的联系。
日常沟通中的五个实用短语
- “抱怨没有意义，行动是关键。”（Complacency is ingrained in the DNA）
- “我们需要将目标与补偿对齐。”（Compensation aligned to performance targets）
- “高绩效团队就像一个强大引擎。”（High performing teams）
- “要敢于面对风险。”（Embrace risks）
- “多样性可以丰富我们的讨论。”（Diversity enriches dialogue）
逐步跟读指南
要提高你的英语发音与口语交流能力，尝试以下步骤来练习这段视频内容：
- 观看视频：首先，看YouTube学英语，并仔细听对话内容，注意讲话者的语气和节奏。
- 分段影随：将视频分成小段落，利用shadow speak的技巧，重复每一句话，努力模仿其发音与语调。
- 记录反馈：录像你的跟读，然后与原视频进行对比，分析自己的发音差异。
- 注重词汇：特别注意日常沟通中的短语，通过shadow speech来掌握其使用场景与语境。
- 反复练习：每天进行少量的跟读练习，逐步提高你的自信心和，提高英语发音。
持续的英语口语练习不仅可以提高你的交流能力，还能帮助你适应快速变化的工作环境，让你在多样性的文化背景中更好地沟通。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。
如何在ShadowingEnglish上有效练习
- 选择您的视频： 挑选一段语音清晰、自然的YouTube视频。TED演讲，BBC新闻，电影片段，播客或雅思口语范例都很好。将URL粘贴到搜索栏中。从较短的视频（短于5分钟）以及您真正感兴趣的内容开始——兴趣是最重要的导师。
- 先听，理解上下文： 第一次听的时候，将速度保持在1倍速并仅仅倾听。还不要尝试重复。专注于理解其含义，收集新词汇，并注意讲话人如何强调单词，连读声音及使用停顿。
- 设置跟读模式：
- 等待模式：选择
+3s或+5s——在每句话播放完毕后，视频会自动暂停以便您有时间大声重复它。如果您想完全控制并在每次重复后由您自己点击下一步，请选择手动。 - 字幕同步：YouTube字幕有时会在音频前或后略微出现。使用
±100ms使它们完美对齐以助您准确跟读。
- 等待模式：选择
- 大声跟读（核心练习）： 这是真正发生改变的一步。当一个句子播放出来立刻——或在暂停期间——大声、清晰且自信地重复出来。千万不要只是张张嘴：要模仿说话者的准确节奏、重音、音高和连读。力求听上去就像说话者的影子，而不仅是逐字背诵。使用重复功能多次练习同一个句子，直到感觉自然为止。
- 提高难度： 当练习段落变得相对舒适后，就去挑战自我。将速度增加至 <code>1.25x</code> 或甚至 <code>1.5x</code> 以训练高速语言反射。或者将等待模式调整为 <code>关闭</code> 以进行连续跟读——这是最进阶同样收益最大的模式。持续的每日15–30分钟的练习将可以在几周内产生可见的效果。