跟读练习: How to Claim Your Leadership Power | Michael Timms | TED - 通过YouTube学习英语口语
C1
Are there any other parents here who have struggled to get your kids out the door on time?
106 句
如果句子过短或过长，请点击 Edit 进行调整。
1
Are there any other parents here who have struggled to get your kids out the door on time?
2
(Laughter) So, you know, right?
3
It's like herding kittens.
4
(Laughter) My wife and I would start nagging our three daughters long before it was time to leave, but that obviously wasn't working because we were always late for everything.
5
But one day was a complete Gong Show.
6
Five minutes before we needed to leave for an important event, I found my oldest daughter on the porch reading, my middle daughter was playing the piano, and my youngest daughter wasn't wearing any socks.
7
So I told them, "Stop reading, stop playing the piano, put on your socks, and everybody get in the car." Five minutes later, nobody was in the car.
8
(Laughter) On my way to help my youngest daughter with her socks, I noticed my oldest daughter was still on the porch reading.
9
Now I'm starting to lose it.
10
Her response?
11
"I didn't hear you." But before I could say a word, I heard the piano start playing again.
12
(Laughter) And that's the story of how I lost my mind.
13
The end. (Laughter) I just wanted my daughters to take a little ownership for getting out the door on time.
14
But then I remembered something I teach management teams.
15
You can't inspire accountability in others until you model it yourself.
16
That's when I realized I wasn't taking any accountability for this problem, I was blaming it totally on my daughters.
17
So I tried a different approach and looked in the mirror.
18
What was I doing, or not doing, that may be contributing to this problem?
19
Then it hit me.
20
I knew when they needed to be done breakfast, dressed, groomed and ready to leave.
21
But did they?
22
I also knew what time it was, but there were no clocks in their bathrooms, which I discovered is like a different dimension from my girls where time ceases to exist.
23
(Laughter) Solution.
24
I put big clocks everywhere and posted the schedule in a common area.
25
And you know what?
26
It actually worked.
27
Now we're not perfect at getting out the door in time, but it's much better than it was.
28
I had fallen into the same trap that many people in leadership positions fall into, which is blaming other people for a problem without considering my part in it.
29
While working with leadership teams, I discovered three powerful habits that elevate the performance of others.
30
I call it the three habits of personal accountability.
31
Habit one: Don't blame.
32
Habit two: Look in the mirror.
33
Habit three: Engineer the solution.
34
This sequence of habits has an almost magical effect on other people's behavior.
35
And you get better results.
36
But this isn't just for CEOs and managers.
37
We're all trying to help others be better, right?
38
As a parent, a coworker or a volunteer.
39
Here's why these habits work.
40
Habit one: Don't blame.
41
Think about the last time you blamed someone for something.
42
How did it turn out?
43
Probably not well.
44
That's because our brains interpret blame the same way they interpret a physical attack.
45
Blame triggers the fight-or-flight response, which effectively shuts down our prefrontal cortex, which is the problem-solving part of our brain.
46
So when I was getting angry at my daughters, it wasn't motivating them.
47
It was actually impairing their brain function.
48
Researcher Dr. Amy Edmondson studied hospital teams to see how culture affects people's willingness to report medical errors.
49
She expected that the high-performing teams would make fewer mistakes, but to her surprise, they reported more errors.
50
Why? Because when people aren't blamed for problems, they're more willing to admit their mistakes and learn from them.
51
But in cultures of blame, people hide problems or point their finger at someone else.
52
No one is going to take accountability if they think they're going to be blamed for doing so.
53
Blame destroys teamwork, problem solving, learning and initiative.
54
In other words, blame kills accountability.
55
So what should we do instead?
56
Habit two: Look in the mirror.
57
Most of us are really good at noticing other people's mistakes, but we're not so good at noticing how we contribute to problems.
58
One time, my assistant helped me mail out hundreds of expensive marketing packages to prospective clients.
59
Three weeks later, no responses.
60
So I checked one of the cover letters.
61
It read, "Dear Mr. Smith, [insert company name here.]" (Laughter) She missed one of the variable fields in every letter.
62
Thousands of dollars down the drain.
63
Now, she felt awful and said, "This is totally my fault." I was thinking, "You are darn right this is totally your fault." (Laughter) But then I looked in the mirror and I realized I didn't highlight any of the variable fields in yellow like they are in all our other templates.
64
If I had, she couldn't have missed it.
65
Now I'm not saying that every problem is my fault.
66
But if I look closely enough at my problems, I can usually discover how my actions or inactions contributed to them in some way.
67
This is a profound insight because if I can see my part in a problem, I can do something about it.
68
The next time you encounter a problem, try this.
69
Ask yourself: How may I have contributed to this problem?
70
I taught these principles to a construction company, and followed up a few weeks later to see how things had changed.
71
A project manager told me the following story.
72
"Our general manager is a total blamer, and team meetings usually turn into blame sessions.
73
But the week after you taught us these principles, that meeting went very differently.
74
When our general manager identified a problem, he was about to lay into the person who he thought was responsible.
75
But then he stopped, put his head in his hand for a moment, then looked up and said, 'This is how I think I contributed to the problem.' The mood in that meeting changed instantly.
76
And then I saw something I have never seen before.
77
Other people began raising their hand saying, 'No, boss, it wasn't just your fault.
78
This is how I think I contributed to the problem.'" When leaders acknowledge their part in problems first it makes it safe for everybody else to do the same.
79
And if nobody else follows suit, then you've earned the moral authority to ask, "And how may you have contributed to this problem?" Before others will allow us to hold them accountable, they must first see us hold ourselves accountable.
80
Now what if the cause of your problem isn't what you think it is?
81
Habit three: Engineer the solution.
82
When bad things happen, our brains are hardwired to blame the person closest to the mess and ignore other causes.
83
Fortunately, there's a fix.
84
It's called "systems thinking," which is noticing how environment and processes influence behavior.
85
Systems thinking emerged toward the end of World War II, when the US Air Force noticed that a lot of their planes were crashing without any mechanical problems.
86
Their conclusion?
87
"Our pilots are idiots." (Laughter) So they engaged some consultants to help them select less error-prone pilots.
88
When the consultants investigated, they discovered they didn't have a pilot problem.
89
They had a cockpit problem.
90
For instance, pilots confused gear handles that looked and felt the same if they were located right beside each other.
91
Or they mixed up controls if they were in a different position, in a different model of plane.
92
Design better cockpits, the consultants concluded, and you'll have fewer crashes.
93
So the US Air Force engineered the solution by simplifying cockpit design.
94
Similarly, when I stopped blaming my daughters, I noticed the environmental factors that were influencing their behavior.
95
I engineered the solution by putting up clocks and a schedule so they had the information they needed to take the initiative.
96
Instead of asking, "Whose fault is this?" Ask: "Where did the process break down?" This question is your secret weapon to short-circuit the blame game and find sustainable solutions to your problems.
97
Remember, you can't inspire accountability in others until you model it yourself.
98
The next time you encounter a problem, test this sequence of habits and watch it change your outcomes.
99
Don't blame.
100
Look in the mirror. And engineer the solution.
101
Be the change that you want to see in others.
102
Our world is in desperate need of more people who take ownership of problems and solutions.
103
In our workplaces, our homes and in our society.
104
And the secret is, as you model these behaviors, so will those around you.
105
It's kind of magic.
106
Thank you. (Applause)
下载应用
AI 为你说出的每个句子打分
TRENDING
热门
为什么要通过这个视频练习口语？
通过观看和模仿这段视频，你可以提高自己的口语表达能力。在这个演讲中，Michael Timms 分享了关于责任感的故事和管理技巧。这些内容不仅能帮助你在职场上更有效率，还能增强你的日常交流能力。通过进行雅思口语练习，你可以在真实情境中提高自己的自信心和流利度。此外，这种shadowing site的学习方式，还能帮助你更好地理解并运用英语结构和表达，提升你的交流能力。
语法与表达方式分析
- “Look in the mirror”：这个短语象征性地提醒我们要自我反思，并承担自己的责任。在口语中使用比喻，能够使表达更具说服力。
- “Don’t blame” ：这是一个简单而有效的句子，传达了重要的管理理念。在学习口语时，尝试用类似的句型来表达观点会让你的发言更加直接并易于理解。
- “Engineer the solution”：这是一种积极的表达方式，鼓励我们去思考解决问题的办法。这种结构的使用可以让你的口语更显专业。
像这样的表达方式非常适合在不同情境下使用，无论是在商业场合还是日常对话中。利用看YouTube学英语的视频，进行模仿练习，有助于更好地掌握这些句型。
常见发音陷阱
在视频中，有一些单词和短语可能会让学习者感到困难。例如，“accountability”这个词的正确发音是 /əˌkaʊntəˈbɪləti/，很多人可能会发成音节不清或中断。而“engineer”一词"/ˌɛn.dʒɪˈnɪr/"也需要注意重音。老练的演讲者常常会在不同的场合中调整自己的语调和重音，通过在这种上下文中模仿，可以帮助你更自然地发音。
为了解决这些发音问题，建议多进行shadow speak的练习，跟读演讲者的声音，反复练习，在实际对话中逐渐掌握正确的发音。
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。