跟读练习: Emotional Intelligence: The #1 ability for leaders | Daniel Goleman - 通过视频学习英语口语
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145 句
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You know, in the future, I think emotional intelligence will be one of several abilities that we need.
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Another, of course, is cognitive ability, IQ, and maybe AI will take over more and more of that.
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However, emotional intelligence is a human ability and will always remain so.
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IQ predicts how well you'll do in your school years
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and how much salary you can make over the course of a career
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because it says what job you can get into like being a business executive or a doctor or a lawyer.
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But once you're in those professions everybody else is about as smart as you are.
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That's where emotional intelligence kicks in.
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People who emerge as outstanding performers or the best leaders have high emotional intelligence
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and their IQ is not that relevant at that point.
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I'm Daniel Goleman.
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I've written many books mostly on emotional intelligence.
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That's really my favorite topic.
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The book Emotional Intelligence many years ago was an international bestseller.
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I've written now five books on the topic.
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My most recent is Optimal, how to sustain personal and organizational excellence every day.
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Emotional intelligence is a set of personal skills that we learn in life.
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It's a combination of self -awareness, managing your emotions well, empathy,
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tuning into other people, and putting that all together to have harmonious or effective relationships.
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Emotional intelligence has been talked about for centuries.
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Philosophers were talking about, know thyself, that's self -awareness.
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But when I wrote the emotional intelligence book in 95, it was the first time that for a popular audience,
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emotional intelligence had become well known.
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I was a science journalist at the New York Times back then.
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And I'd been covering a decade of research on the brain and emotion.
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And in doing so, I came across a very obscure article called Emotional Intelligence, and I loved the title.
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It was by Peter Salovey, who's just stepping down as the president of Yale University, and his then graduate student, John Mayer.
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And I thought, wow, what a great phrase.
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It seems like an oxymoron.
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You don't put emotions together with intelligence, but actually it's being intelligent about emotions.
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When I wrote emotional intelligence I was actually thinking of bringing it to schools.
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It seemed to me that kids should learn from the get -go how to manage themselves, how to tune into themselves,
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how to tune into other people, how to get along, how to behave well and so on.
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I was a big advocate of what's now called social emotional learning
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and from early on my view of emotional intelligence hasn't really changed much
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but I integrated it with findings from research on outstanding performers
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and I saw
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that different abilities of high performers like being able to manage your emotions fit well in the model
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and now I talk about four domains of emotional intelligence
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and then 12 particular competencies of people who are high in emotional intelligence.
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Self -awareness means you know what you're feeling, you know how it shapes your perceptions and your thoughts and your impulse to act.
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We find in our research
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that people low in self -awareness are unable to develop strengths very well in other parts of emotional intelligence.
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People who are high in self -awareness, however, are able to develop excellence across the board.
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Self -management means when you're upset, when you're angry, when you're anxious, can you manage your emotions?
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Can you keep them from disrupting your focus on what you have to do right now?
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Or having more instance of road rage, of shootings, of people blowing up at other people.
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There's a growing need for people in general to get better at this ability.
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The third part is social awareness, which in one sense means practicing empathy.
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You not only know how the person thinks and how they feel, you care about them.
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This is what you want in your parents.
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This is what you want in your spouse.
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This is what you want in your lover.
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This is what you want in your friends.
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And this is what you want in your teachers, doctors, leaders of any kind, people who have influence.
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The fourth part of emotional intelligence is relationship management.
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Can you handle conflicts well?
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Can you keep yourself calm and listen to the other person?
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Are you being an effective communicator?
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Full rapport means that you feel close, you feel you can work with this person, you can trust them.
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Unlike IQ, which barely budges over the course of our life, emotional intelligence can change is learned and learnable.
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And it's learned and learnable at any point in life.
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Emotional intelligence is not one thing.
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It's like going to a doctor for a physical.
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You get your lipids and your good cholesterol, bad cholesterol.
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You get 15 data points.
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Emotional intelligence is a set of abilities and each of us has strengths and limitations across that spectrum.
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So if you want to improve your emotional intelligence, see where you need to improve first.
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One of the common colds of emotional intelligence is poor listening.
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You know, we think about what we want to say
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and we don't really listen to the other person and we cut them off, we interrupt.
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Let's say you wanted to change that.
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This is a basic of empathy, listening well.
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So if you want to learn to be better at empathy, you might say, my habit, and I've done it thousands of times,
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is cutting people off and interrupting.
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I'm going to make the effort to do it differently.
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I'm going to listen to the person out, say what I think they mean, and then say what I think.
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That is a different behavioral sequence.
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And it comes down to the basics of what we call neuroplasticity, how the brain changes with repeated experience.
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And that's what underlies habit change.
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It's a little like crossing your arms in a new way.
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Cross your arms in the old way, please.
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Now cross them with the other arm on top.
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That feels uncomfortable.
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That's what it's like to change a habit.
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So with listening, you have to first make an intentional effort,
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might feel uncomfortable, but as you persist it gets more and more comfortable until finally it's an automatic habit.
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That will stay with you for years.
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You know, I've gone around the world talking to different audiences, and one of the things I love to ask is,
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tell me about a leader you've loved and a leader you hate.
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And tell me one quality that makes a leader so good or so bad.
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Basically, the leader you hate is low in emotional intelligence.
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They don't manage their emotions very well.
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They blow up at people, don't empathize, they don't tune in and they don't understand how clueless they are.
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The leader you love is high in it.
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Having a boss with high emotional intelligence means you feel not only inspired, not only motivated, you feel supported,
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you feel guided, you feel you have clarity about what's expected from you.
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You give your best in your best state, in the optimal state, not in a desperate, stressed out state.
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Research at the Yale School of Management has found that emotions are contagious, and they're most contagious from the leader outward.
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The leader is most often the sender of strong emotions, either negative or positive.
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This very research by Seagal Barsade has shown that if the leader is in a negative mood,
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very anxious, for example, people on that team will catch that mood and performance goes down.
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If the leader's in a very positive mood, I feel really good, I feel enthusiastic,
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then people catch that positive mood and their performance as a team or as a group goes up.
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So the leader's state is actually much more important on the ability of people to do good work than many people realize,
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particularly many leaders actually.
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But if you have a leader that you hate, for example, and sadly too many people do, then you really don't give your best.
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In fact, you're more likely to leave as soon as you can, particularly if you're talented.
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So a leader with low emotional intelligence is actually draining the organization in the long term.
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They may get results for the quarter by driving people, by stressing them out, but they're burning them out and they're going to lose good people.
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So in the short term they may look good, in the long term it's a disaster.
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I once took a bus up Madison Avenue in New York City on a very hot, humid day.
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People had a kind of bubble around them like, don't touch me, don't talk to me.
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I had the bubble too.
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I got on the bus and the bus driver shocked me.
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He looked at me and very warmly said, welcome to the bus.
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How's your day going?
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And then I realized, sitting on the bus, that he was carrying on a conversation with everyone on the bus.
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You're looking for suits, are you?
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Well, there's a great sale up here on the right at this department store.
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Did you see the exhibit in the museum on the left?
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On and on and on.
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Then people would get off that bus and they'd been transformed from kind of grumpy to pretty upbeat.
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It was kind of magical.
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And years later, I saw an article in the New York Times about that bus driver.
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His name, it turned out, was Govan Brown.
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He had fans.
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People would wait for his bus.
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He got 3 ,000 letters saying what a great bus driver he was, not one complaint.
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And he, it turned out, was the pastor of a church.
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And he saw the people on his bus as part of his flock.
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He was tending to his flock.
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He had a purpose that was far greater than that of the New York Transit Authority,
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which is something like getting as many people to where they want to go on time as we can.
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He had a splendid sense of what he was doing.
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It gave a greater meaning to what he did, and he did it superbly.
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I've always felt that the more emotional intelligence in society, the better.
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I think we would have parents who are more effective in raising kids, who are kinder.
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We'd have more compassion for each other in our interaction with friends and loved ones as well as with strangers.
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I think we would care more about the environment, which is why I've been happy to be a kind of evangelist for emotional intelligence,
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if you will.
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I'm not the originator of the phrase.
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I think I made it more famous.
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I just think it would make a better world.
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To learn even more from the world's biggest thinkers, get BigThink Plus for your business.
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本课的词汇与口语要点
这节口语课以视频“Emotional Intelligence: The ability for leaders”为素材。 视频中反复出现的词有：emotional, intelligence, leader, bus, emotion。 这段视频共有 145 个句子、1816 个单词可供跟读。 讲话部分时长为 11:40。 说话人语速自然，每分钟约 156 个词，接近日常对话。 86% 的单词属于英语最常用的 3,000 词，其余的词建议在练习前先学一下。
视频中的重点词汇
视频中 15 个值得学习的单词，附发音和释义：
| 单词 | 发音 | 释义 |
|---|---|---|
| emotion 名词 | /ɪˈməʊ.ʃən/ | 感情, 情感 |
| awareness 名词 | /əˈwɛɹ.nəs/ | 意識 /意识, 覺悟 /觉悟 |
| mood 名词 | /muːd/ | 心情, 情緒 /情绪 |
| tune 名词 | /tjuːn/ | 曲調 /曲调, 曲子 |
| habit 名词 | /ˈhæb.ɪt/ | 習慣 /习惯 |
| empathy 名词 | /ˈɛmpəθi/ | 移情, 同感 |
| performer 名词 | /pɚˈfɔɹmɚ/ | 伶 |
| topic 名词 | /ˈtɑpɪk/ | 主題 /主题, 話題 /话题 |
| phrase 名词 | /ˈfɹeɪ̯z/ | 短語 /短语, 片語 /片语 |
| uncomfortable 形容词 | /ʌnˈkʌm.fɚ.tə.bl̩/ | 不舒服 |
| bubble 名词 | /ˈbʌbəl/ | 泡, 氣泡 /气泡 |
| anxious 形容词 | /ˈæŋkʃəs/ | 緊張 /紧张 |
| excellence 名词 | /ˈɛksələns/ | 卓越 |
| optimal 形容词 | /ˈɑptɪməl/ | 最佳的 |
| cholesterol 名词 | /kəˈlɛstəɹɒl/ | 膽固醇 /胆固醇 |
视频中出现的短语动词
| 单词 | 释义 |
|---|---|
| turn out 动词 | 原來 /原来 |
| get along 动词 | 相處 /相处 |
| go down 动词 | 下降, 下去 |
| go up 动词 | 上昇 /上升, 上去 |
| step down 动词 | 卸任 |
| take over 动词 | 接管, 接手 |
值得反复跟读的句子
视频中简短而完整的句子，可以直接用在日常对话里：
- I've written many books mostly on emotional intelligence.
- Can you handle conflicts well?
- Are you being an effective communicator?
- How's your day going?
- You're looking for suits, are you?
视频中的语法
说话人最常用的结构，并附上视频中的原话：
| 结构 | 视频中的用法 |
|---|---|
| 现在完成时 have/has + 过去分词 — 过去发生但与现在仍有关联的事 | I've written · has been talked · hasn't really changed |
| 定语从句 who / which + 从句 — 补充说明人或事物 | People who emerge · people who are · people who have |
| 被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的 | has been talked · is learned · been transformed |
需要注意的发音
说话人用了 36 次缩略和弱读形式，例如 don't, you're, I've。请按听到的简短形式来说。
- “th” 音: empathy /ˈɛmpəθi/, enthusiastic /ɪnˌθjuːzɪˈæstɪk/, empathize /ˈɛmpəˌθaɪz/, thinker /ˈθɪŋ.kɚ/
- “sh” 和 “zh” 音: emotion /ɪˈməʊ.ʃən/, anxious /ˈæŋkʃəs/, shock /ʃɔk/, interaction /ˌɪn.təˈɹæk.ʃən/, perception /pɚˈsɛpʃ(ə)n/
- 长单词——注意重音位置: uncomfortable /ʌnˈkʌm.fɚ.tə.bl̩/, cholesterol /kəˈlɛstəɹɒl/, automatic /ˌɔː.təˈmæt.ɪk/, intelligent /ɪnˈtɛlɪd͡ʒənt/, interaction /ˌɪn.təˈɹæk.ʃən/
中文母语者容易读错的音：
- /v/ — 不要读成 /w/，上齿轻触下唇: lover /ˈlʌvɚ/, advocate /ˈæd.və.kət/, cognitive /ˈkɑɡ.nɪ.tɪv/, behave /bɪˈheɪv/, behavioral /bɪˈheɪvjəɹəl/
- 词尾辅音 — 要读清楚，后面不要加元音: awareness /əˈwɛɹ.nəs/, mood /muːd/, habit /ˈhæb.ɪt/, topic /ˈtɑpɪk/, phrase /ˈfɹeɪ̯z/
- /r/ 和 /l/ 的区别: cholesterol /kəˈlɛstəɹɒl/, salary /ˈsæləɹi/, differently /ˈdɪf.ə.ɹənt.li/, clarity /ˈklæɹ.ɪ.ti/, behavioral /bɪˈheɪvjəɹəl/
如何用这段视频练习
- 先完整听一遍视频，不要开口，记下不认识的单词。
- 先用 0.75 倍速逐句跟读，熟练之后再回到正常速度。
- 录下自己的声音并与原声对比，特别注意 emotion, awareness, mood 这类单词。
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。