跟读练习: How To Build REAL Wealth by Thinking Like The Top 1% - 通过视频学习英语口语

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Your brain is keeping you stuck.

你的大脑正在让你陷入困境。

Not because you're lazy or untalented, but because you're thinking like everyone else.

这不是因为你懒惰或缺乏天赋，而是因为你的思维方式和其他人一样。

And everyone else is making bad financial decisions.

而其他人都在做出糟糕的财务决策。

I've spent hundreds of hours around billionaires, and I grew up around people with nothing.

我曾花数百小时与亿万富翁们相处，而我成长的环境里都是一无所有的人。

The difference between them has nothing to do with luck or intelligence or even work ethic.

他们之间的差异与运气、智力甚至职业道德都毫无关系。

It's how they think.

这就是他们的思维方式。

And the 1% think in a way that completely flips the rules of money to their advantage.

而那1%的人思考方式完全颠覆了金钱的规则，使之对自己有利。

So here are the six mental principles the top 1% use to think differently about everything

以下是顶尖1%人群用来改变一切思维方式的六条心理原则。

and how you can use them to build real sustainable wealth no matter where you're starting from.

以及无论你起点如何，如何利用它们建立真正可持续的财富。

When faced with stress, setbacks, or drama, the 1% asks one question that changes everything.

面对压力、挫折或风波时，那1%的人会问一个能改变一切的问题。

You see, every time a deal falls apart or a key person quits, pause and ask yourself, will this even matter in five years?

你看，每当交易告吹或者关键人物离职时，停下来问问自己，这件事五年后还重要吗？

This might seem simple, but it is crazy how 99% of the time the answer is no.

这看起来可能很简单，但令人难以置信的是，99%的情况下答案都是否定的。

And having that perspective is so important because it keeps you focused on what compounds, not what distracts.

拥有这种视角至关重要，因为它能让你专注于那些能产生复利效应的事物，而不是那些会分散注意力的东西。

Recently on a Thursday, I had just wrapped up an entire day of one-on-ones, back-to-back meetings with my team members, and I get a late-night text from one of my team members who says,

最近的一个周四，我刚结束一整天的一对一沟通，和团队成员连轴转的会议，就收到了一位团队成员深夜发来的短信，他说：

I need to talk to you.

我需要和你谈谈。

So of course I pick up the phone, give her a call, and she lets me know that one of our

所以我当然拿起电话打给她，她告诉我我们其中一个

favorite team members is resigning and he's no longer gonna be with us after two weeks.

我最喜欢的一位团队成员要离职了，两周之后他就不会再和我们一起共事了。

And after a day that wasn't the most awesome day, it could have been super easy to be upset, be frustrated, freak out,

在经历了并不算太顺利的一天之后，其实很容易就会变得心烦意乱、沮丧不已、甚至情绪失控。

go into all of this chaos about what it's going to look like for us to have to retrain somebody,

much less get over the fact that the person that we really enjoy working with is no longer to work with us.

But instead of any of that happening, she and I just had a very calm conversation And I used this framework then, thinking about in five years from now,

will I even remember that this bad news took place?

Because the reality of the situation is, in five years from now, I'm gonna be really excited about what I'm building, what she's building, and what he's building.

And so having these moments of stress and drama and friction, they're never worth it.

Because you're not even gonna remember that this situation happened.

You're gonna remember how you handled it.

And if you are a stressed out person, you will always respond with stress.

If you are a calm, confident person who can work through problems, you are gonna always remember that your life was filled with fun, exciting moments and different twists and turns and excitement.

You see, most people confuse urgency with importance.

Just because something feels urgent doesn't mean it's actually important and that you have to stress out about it.

The 1% are able to separate the two by applying a long-term perspective.

Now, this doesn't mean that you should ignore all of your problems.

They're real problems but you should triage them correctly.

So next time something goes wrong, just pause before you react and ask yourself, will this matter in five years?

If not, handle it with minimal energy.

If it will, then give your full strategic attention to it and solve the problem.

So instead of freaking out, we were able to make a game plan

and get clear on who would need to replace him in order for the team to continue to thrive.

And one thing that I have mastered after having interviewed thousands of people is an interview process.

And if you're interested in the process that I've used to hire thousands of people, go to Instagram, check me out at Natalie Dawson

and send me a direct message that says interview and I will send my process over to you right now.

Now, the next principle is something that goes against what most people think about when getting rich.

Don't focus on hard work, focus on patterns.

When I kept seeing top performers burning out after hitting their first million dollars in revenue, I realized that this was a pattern problem.

Over the last 10 years, I've had the opportunity to study thousands of businesses, and I get to see the difference between business owners who

operate a million dollar business versus a $10 million business versus a $50 versus a 50 million dollar business

and the majority of businesses never get over this million dollar mark

and it made me really look into what is actually happening at this million dollar mark inside any business

and what's happening is the business owner isn't able to see

that they are the problem and that they are unable to train other people effectively

so I stopped having the same conversation over and over

because I realized that me solving one business owners problem individually over

and over again was actually the same problem that they were running into.

So I didn't take the approach of continuing to solve one-off problems

and instead I built a system which is in my book called Teamwork

which is an end-to-end people framework that teaches founders exactly how to break through the $1 million ceiling.

The way I like to look at this is if I have to solve the same problem two or three times, it's not a coincidence.

This is a system issue.

And the 1% are able to zoom out and see these cycles that keep repeating.

Cycles could be people cycles, cash flow cycles, operational cycles.

And they use that insight to make smarter and faster processes, smarter and faster systems.

Because hard work just makes you busy.

But pattern recognition, when you're able to tie a solution to it, allows you to become rich.

So look at the last three problems that you've solved and ask yourself are they actually the same problem wearing different masks?

If you're solving the same type of issue repeatedly, stop doing that and instead build a system around the problem.

Then you can document that system once you have the solution in place and it gets implemented forever.

That is how you scale.

Principle number three is something that completely changed how I I make decisions.

It's called one level up thinking.

When my team brings me problems I don't just jump in with answers anymore.

I ask myself if I were on the board How would I handle this?

What advice would I give?

You see this allows me to no longer react

Emotionally and forces me to think structurally It also prevents me from jumping in

and solving the problem And this is one of the lessons

that I actually learned from my husband a handful of years

ago ago early on in our business there was a massive fulfillment problem

that we were about to run into

and it was going to require hundreds of hours of rework on projects

that were already midstream that clients were expecting to be delivered

and this area of the business was my responsibility

but instead of him hopping in to help me solve these

problems he refused to get involved he let let me figure out how to solve this problem.

Because it was my job to figure this out.

It wasn't his job.

And that was invaluable to me because it was actually difficult for him to not jump in.

It wasn't something that was easy as if he was just giving me work and didn't wanna do it.

No, he wanted to solve the problem, but he didn't allow himself to get derailed from what his job was.

So when you remove the emotion, you set your team up and the structure up for success.

Because if you keep popping in and solving the problem, the team never gets better, the system never gets better.

You just keep getting sucked into doing the same thing over and over again.

And this is how I went from being an operator to an architect.

From doing the work to learning how to design the machine.

The 1% constantly zoom out of their current level to think at the next one.

And that is how you start acting like a CEO long before you get the title.

So next time you face a decision, Pause and ask yourself, how would someone a level above me handle the situation?

What would they see that I'm not seeing?

What would they prioritize that I might be ignoring?

This will instantly upgrade your decision-making.

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Principle number four might be the hardest one to master, but it is also the most powerful.

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Emotionless decision-making equals freedom.

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When I fired my executive vice president, it wasn't emotional.

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It was math.

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And the numbers told the story before the drama ever did.

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You see, when somebody comes into your environment and you actually look at the numbers, you look at whatever it is that that role is supposed to drive,

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and you see that the numbers before them were growing, maybe like this, or maybe they were at least flat.

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But when they come into the environment you can actually plot this person joined at this point, and you watch what happens with the graph.

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And if the graph starts to go like this in a variety

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If not all of the metrics that

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that person is responsible for you do not need to use any emotion

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when firing the person because It's just math and

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that math is tied to the results that they weren't able to create inside the organization

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So it can get really emotional and you can use emotion

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and start pointing fingers

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and having all sorts of drama around it It is simply can a person in my life Do the job

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that they're supposed to do and the only way that you know

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if somebody is doing the job they're supposed to do is if your stats in life get better.

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And anyone inside your environment where your life gets worse around them means

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that they are not fulfilling the role that they have in your life.

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So they have to go.

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I used to second guess tough calls and take things very personally.

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But now I treat my emotions like background noise.

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I can acknowledge them, but I make decisions based off of the data.

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And that discipline gives me peace and that gives me precision.

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Because the elite do not make decisions based off of their emotions.

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They make decisions based off of data-driven bets.

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They separate their feelings from true facts.

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Emotions slow down execution, where clarity actually compounds with wealth.

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So next time you face a tough decision, write down the facts that separate from your feelings.

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What does the data actually say?

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What do your emotions say?

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And separate the two.

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Make the decision from the data column, not the emotion column.

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You don't fire somebody because you don't like them.

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You fire somebody because they can't do the job.

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And when you start to do this, you'll start making faster and better decisions, and you'll sleep better at night.

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The next principle is about the one resource you can never get back.

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Protect your time like it is your capital.

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I used to feel like I didn't have enough time

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or energy to do everything that I needed to do until I started saying no to quick calls

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and things that just added up that ended up costing me two hours of context switching.

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So by cutting off these little things that I said yes to,

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I bought back time and energy for the strategy and the team development that is a requirement of my role.

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I learned this lesson very early on in college.

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You see, one of my close friends was always busy.

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She said yes to every person who wanted to get coffee with her, grab lunch, go out to dinner.

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She was very popular but incredibly stressed, and she was never able to spend time on her grades.

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Whereas I rarely said yes to people.

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I liked to do my own thing, I had a very small group of friends, and I wanted to get my work done.

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So by the end of the semester, even though she looked like she was busy and she felt like she was busy, she didn't actually get the results that she wanted.

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The acquaintances that she was saying yes to weren't actually helping her get closer to her goals, And she wasn't doing very well in school.

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Whereas I still did feel like I was busy, but I was busy focused on getting the grades

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that I wanted to get and spending time with just a handful of people who I loved being around.

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And this lesson really taught me that you can say yes to a million things

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and everybody's going to feel like they're busy.

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But if you're not saying yes to the right things

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and to the things that are getting you closer to where you want to go, it's wasted time.

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And I've pulled this lesson forward to where today, my calendar gets audited like it's a financial statement.

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If it doesn't create leverage or generate momentum, it's not getting scheduled.

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That one shift made me more effective than any other productivity hack ever could.

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Because average people trade time for money.

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The elite treat time as capital, as an asset that can compound or can be wasted.

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And they audit their calendar as if it's a profit and loss statement.

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They cut low-yield activities, outsource anything that creates friction, and reinvest hours into high-return thinking and relationships.

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They don't manage time.

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They allocate their time like they're an investor.

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So this week, audit your calendar like it's a financial statement.

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For every meeting or every appointment that you have, ask, what is the return on this investment for this hour?

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Cancel, delegate, or shorten anything that doesn't create true value.

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And then reinvest that time into high-return activities, strategy, relationship building, skill building.

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Your calendar today is actually your future, so allocate it like your goals depend on it.

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The last principle is one that most people ignore, but it might be the most important.

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You see, a curated environment equals curated thinking.

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I used to think that I could be successful despite my environment.

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It didn't matter that my house was a mess or

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that I had friends who were a little unaccountable or

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that I had a bunch of unfinished cycles because I wanted to go change the world.

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And what I realized is if I couldn't get control of my own environment, meaning the type of food that I eat, how I move my body every single day,

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the friends that I hang out with, the problems that I'm solving.

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If I can't handle me

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and my environment how am I gonna be able to impact other people

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because why should they listen to me about me helping change their environment

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when I can't even get control and change my environment.

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So when I started to look at this I really had to take a honest look at my environment.

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What were the state of my possessions?

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Were things banged up, messy, dirty?

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Or were they organized and neat?

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And was there order in place?

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When it came to my relationships, were those people doing well?

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Were they having wins in life?

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Were they successful?

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Or were they struggling and dealing with a whole bunch of problems

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and a whole bunch of issues that were then being placed on me?

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Was my income actually growing?

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Or was it staying stagnant?

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And what I found when I really looked at my income is I was so focused on solving other people's problems

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that I never took the time to solve problems that I cared about, that I could control, and I just wasted my time solving everybody else's problems.

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And so your environment and curating your environment has to be the first step in order to ever become elite at anything.

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If your environment doesn't challenge your operating system, you will end up defending mediocrity instead of truly evolving.

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And today, I am ruthless about curating who I'm around because I know it will directly shape how I think.

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I just actually watched this with my husband recently.

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We are no longer spending time with a particular individual and my husband is five times happier than he used to be.

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He is happier in the mornings, he is happier at dinner, he is happier throughout the day and will send me random text messages.

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And I can trace it back to the fact

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that this one person who is in his ear is no longer in his ear.

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That is the power of the people who you spend time around.

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And the 1% know this.

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So they only spend time around people who stretch their standards, who challenge their thinking, and ultimately who sharpen their worldview.

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This is how they keep moving forward.

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So look at the five people that you spend the most amount of time with.

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Are they truly stretching your thinking?

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Or are they reinforcing your limitations?

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If your environment isn't challenging you, just change it.

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You can join communities, masterminds, or groups where you are the least successful person in the room.

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That discomfort is growth.

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Your thinking will never outpace your environment.

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So curate it like your future depends on it.

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If you act on these six principles, you will think differently from 99% of people.

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And that is how wealth is built.

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If you like this video and want to learn how to communicate like the 1%

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so that people actually listen when you speak, watch that video next.

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FOR YOU

本课的词汇与口语要点

这节 B2 级别的口语课以视频“How To Build REAL Wealth by Thinking Like The Top 1%”为素材。这段视频共有 221 个句子、3002 个单词可供跟读。讲话部分时长为 16:09。说话人语速较快，每分钟约 186 个词，会出现较多连读和弱读。 87% 的单词属于英语最常用的 3,000 词，词汇容易理解。

视频中的重点词汇

视频中最难的 15 个单词，附发音和释义：

单词	发音	释义
emotion 名词	/ɪˈməʊ.ʃən/	感情, 情感
pause 名词	/pɔːz/	停頓 /停顿, 暫停 /暂停
audit 名词	/ˈɔːdɪt/	檢查 /检查
mathematics 名词	/mæθ(.ə)ˈmæt.ɪks/	數學 /数学, 算學 /算学
compound 名词	/ˈkɑmpaʊnd/	化合物
friction 名词	/ˈfɹɪkʃən/	摩擦
graph 名词	/ɡɹæf/	圖表 /图表
handful 名词	/ˈhæn(d)fʊl/	少數 /少数
derail 动词	/ˌdiːˈɹeɪl/	越軌 /越轨, 出軌 /出轨
frustrate 动词	/ˈfɹʌsˌtɹeɪt/	令人失望, 挫折
outsource 动词	/ˈaʊtˌsɔːs/	外包, 委外
prioritize 动词	/pɹaɪˈɒɹ.ə.taɪz/	優先考慮 /优先考虑
sharpen 动词	/ˈʃɑɹpən/	磨, 削尖
shorten 动词	/ˈʃɔɹtn̩/	弄短
stagnant 形容词	/ˈstæɡnənt/	停滯的 /停滞的

视频中出现的短语动词

单词	发音	释义
end up 动词		到达
buy back 动词		買回 /买回, 回購 /回购
cut off 动词	/ˌkʌt ˈɔf/ [ˌkɐɾ ˈɔf]	切下, 割下
figure out 动词		弄清楚
grow up 动词		長大 /长大
pick up 动词		拾取, 撿 /捡
slow down 动词		減速 /减速, 放慢
write down 动词		寫下來 /写下来, 寫下 /写下

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：

What advice would I give?
What would they see that I'm not seeing?
What would they prioritize that I might be ignoring?
What do your emotions say?
What were the state of my possessions?

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
“used to” used to + 动词 — 过去的习惯或状态，现在已不再如此	used to second · used to feel · used to think
定语从句 who / which + 从句 — 补充说明人或事物	person who can · system which is · person who wanted
被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的	be frustrated · was filled · be delivered
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 spent · have mastered · I've had

需要注意的发音

说话人用了 63 次缩略和弱读形式，例如 you're, didn't, gonna。请按听到的简短形式来说。

“th” 音: mathematics /mæθ(.ə)ˈmæt.ɪks/, ethic /ˈɛθ.ɪk/, ruthless /ˈɹuːθləs/, thrive /θɹajv/
“sh” 和 “zh” 音: emotion /ɪˈməʊ.ʃən/, friction /ˈfɹɪkʃən/, sharpen /ˈʃɑɹpən/, shorten /ˈʃɔɹtn̩/, triage /ˈtɹi.ɑʒ/
长单词——注意重音位置: mathematics /mæθ(.ə)ˈmæt.ɪks/, mediocrity /mi.dɪˈɑk.ɹɪ.ti/, prioritize /pɹaɪˈɒɹ.ə.taɪz/, unaccountable /ˌʌnəˈkaʊntəbl̩/, invaluable /ɪnˈvælju(ə)bl̩/

中文母语者容易读错的音：

/v/ — 不要读成 /w/，上齿轻触下唇: invaluable /ɪnˈvælju(ə)bl̩/, thrive /θɹajv/, evolve /ɪˈvɑlv/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, individually /ˌɪndɪˈvɪd͡ʒ(u)əli/
词尾辅音 — 要读清楚，后面不要加元音: curate /ˈkjʊɹɪt/, pause /pɔːz/, audit /ˈɔːdɪt/, mathematics /mæθ(.ə)ˈmæt.ɪks/, compound /ˈkɑmpaʊnd/
/r/ 和 /l/ 的区别: derail /ˌdiːˈɹeɪl/, ruthless /ˈɹuːθləs/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, clarity /ˈklæɹ.ɪ.ti/

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, pause, audit 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。

影子跟读法: 阅读完整分步指南 →

跟读练习: How To Build REAL Wealth by Thinking Like The Top 1% - 通过视频学习英语口语

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