跟读练习: How To Reprogram 350,000 Hours Of Past Conditioning (Reset Your Brain) | Denis Waitley - 通过YouTube学习英语口语
C1
You will never reach your physical limits because your mind holds you back first.
176 句
如果句子过短或过长，请点击 Edit 进行调整。
1
You will never reach your physical limits because your mind holds you back first.
2
Your past experiences teach you to lower your expectations.
3
You behave based on how you have conditioned yourself over time.
4
You can change this by setting new and higher standards for yourself.
5
A special thanks to the Waitley family for partnering with us to release this video exclusively on my YouTube channel.
6
To check out more about Dennis Waitley Global, click the first link in the description below.
7
If you don't know where you're going, any road will take you there.
8
And if you don't know where you are, no decision can move you intelligently toward a goal or purpose.
9
Knowing where you stand in your profession and industry is critical to becoming a change master in the global knowledge era.
10
Belief systems are at the root of all resistance to change and produce virtually every conflict as well as every creative invention, innovation, and solution to problems resulting from dramatic change.
11
management of change always begins at the individual level as an inner force that compels behavior and then projects itself externally.
12
Today's victories don't meet a thing tomorrow.
13
You enjoy them, you relish them, but tomorrow comes always offering a new challenge.
14
So achievement then is a process not a status and the road to success is always under construction.
15
To live without limitations and set yourself free you need to understand that there are two definitions.
16
First, there are physical limits.
17
We're born with those.
18
I won't compete in the Olympic Games and I won't become President of the United States.
19
You know why?
20
I'm not prepared.
21
I didn't go through the training, so I'm limited in the sense that I don't have the physical characteristics, experience, or the time now to do certain things.
22
And so I have to figure out what my limits are.
23
Our physical limits are genetics, early environment, past experience, and age.
24
We all have those, and we need to understand them.
25
This program is about the desire for change and dissatisfaction with the status quo.
26
I like where I am, but I see where I could go, and I want to be there.
27
But how far and how high can I go?
28
What are my limitations psychologically?
29
Limits are physical barriers.
30
Limitations are psychological boundaries.
31
I assert to you that you'll never reach your physical limits because of your psychological limitations.
32
Over time, we all learn to lower or raise our expectations of ourselves based upon our environments and experiences.
33
Successes give us confidence.
34
Disappointments and failures become thorny reminders that history is bound to repeat itself.
35
When I was a boy, I used to enjoy going to the local county fair to see the flea circus that was always a hit with me and my friends.
36
I couldn't comprehend at first how those tiny fleas could be trained to hop and jump around on miniature trampolines, trapezes, and not leap out of their little arenas that had no ceilings.
37
I thought up and the man that put on the show that for a couple of weeks he kept the fleas in a cardboard shoe box with a lid on it with pin-pricked holes so the fleas could breathe.
38
fleas normally can jump to a height of several feet however the flea circus fleas continually hit the box lid
39
and soon learned that six inches was their maximum limit when the lid was removed because they had been trained to
40
lower their expectations through frustration they didn't even attempt to jump out of their circus arena which would have been no problem we humans certainly are more intelligent than fleas.
41
However, behavior patterns seem to be consistent no matter the species.
42
First, we observe role models.
43
We imitate their behavior.
44
Through repetition, the imitation becomes habitual, like brushing our teeth or driving our cars.
45
If the feedback is negative and painful, we reinforce our failed attempts and settle for mediocrity rather than face future challenges and possible setbacks.
46
If the feedback is positive and accepted as target correction, we're motivated to try a different approach and keep reaching for our highest aspirations.
47
Subconscious reflections of past mistakes, fears of future failures, and fears of the unknown tend to act as ceilings or lids on our achievements.
48
But here's the good news.
49
While visiting SeaWorld many times with my grandchildren in my hometown of San Diego, California,
50
my grandkids were amazed to see four-ton killer whales jumping in formation out of the water and over a rope positioned 10 feet above the surface.
51
We learn from the trainers that they begin by placing a rope on the bottom of the pool and rewarding the orcas with mackerel and tuna when they pass over it.
52
Incrementally, the rope is raised until it is completely out of the water and the killer whale is motivated by rewards to jump out of the water to cross over the rope.
53
Just as the whales are encouraged through positive reinforcement, People also respond to rewards, appreciation, recognition, and praise.
54
Unlike animals, however, we humans have the power to choose and to control to a large degree the conditioning of our present and future lives.
55
I've decided to change by removing my limitations and seeking the outer limits of my inner potential and past conditioning.
56
The way I was as a child, layered with the way I was 5, 10, maybe 15 years ago, equals my present behavior.
57
You see, you condition yourself, and then you behave accordingly.
58
The interesting thing, because past conditioning determines present decisions, is that you never make a decision based upon what's happening right now.
59
You base your decision on what happened before, the way it was, the way it used to be.
60
And you're likely to experience the same thing again.
61
So past conditioning equals present performance.
62
That's why Olympic athletes practice under a coach's watchful eyes, and then they perform based upon their training.
63
Well, how do you change?
64
Interestingly enough, it isn't that present inputs determine future behavior.
65
Oh, I wish it were.
66
I wish you could go to a seminar and then just say, I got it, I changed.
67
You see, you get stimulated in the present, but your subconscious computer memory, and if you're about 40 years old, is almost 350,000 hours of past conditioning.
68
So you go to a meeting for an hour, everyone got the new input?
69
Have we all agreed to change?
70
Could anyone presume that a pep talk could change somebody?
71
Pep talks wear off.
72
People go back to being themselves.
73
That's why this ongoing Change Masters program is so important.
74
It's a training and tracking system for everyday living.
75
Therefore, you look at your past conditioning and you realize you've been limited.
76
And you begin to perceive yourself as a person who's psychologically been limiting yourself.
77
And you use present inputs to layer on top of the past conditioning.
78
And you change the future behavior and performance accordingly.
79
Therefore, it's very important what we think about and practice over and over again.
80
And it's most important that we view ourselves as being self-limiting by our thinking and training instead of physically limited.
81
Most people feel like thermometers.
82
A thermometer rises or falls to meet the external environment.
83
It's controlled by outside circumstances.
84
The majority of the population's self-images are controlled by society's external standards.
85
Our self-image is a total picture of who we think we are, and the camera starts rolling the minute we achieve that first conscious realization that we're living, functioning beings.
86
The camera, our brain, takes pictures fast and furiously throughout life.
87
And every shot is tucked away in a memory file of limitless capacity.
88
This subjective sense of who we think ourselves to be governs all of our actions and controls our destiny.
89
How we feel about ourselves, how we rate our ability to hang in there, to survive and win, and all that we will ever do or aspire to be is based on our time-reinforced self-image.
90
Unfortunately, once an idea or belief becomes a perception, it becomes a truth for our self-image.
91
Each link we add to the growing chain of self-images may either strengthen or shackle our lives more tightly.
92
Control is in our hands.
93
We cannot grow the limitations we place on ourselves through faulty self-imaging, but we can set newer and higher standards.
94
We can reset our self-image like an internal thermostat from low to high self-esteem, from loser to winner, and from victim of change to victor over change, a change master.
95
Each of us has a number of comfort zones or settings that we've developed throughout our lives that dictate the amount of discomfort that we're willing to suffer before we make adjustments.
96
Our self-image is very definitely a thermostat keeping us in a psychological comfort zone.
97
Benchmarking was originally a surveyor's term, referring to a point of reference.
98
A good definition, as it applies to a business or organization, is the search for industry's best practices that lead to superior performance.
99
The idea is to use the best to become the best.
100
Benchmarking, in other words, is looking at yourself from the inside, assessing your own unique talents and skills, seeking out the best in your field, and putting those examples to work for you.
101
For example, competing in the Olympic Games is not simply to win a medal.
102
The real meaning behind being an Olympian is to develop yourself to the highest level of performance in your field, and then comparing that performance to world-class standards of excellence.
103
Looking at contemporaries in completely different fields gives a fuller view of who's currently the best and who might be so tomorrow and why?
104
These questions know no occupational or geographic boundaries.
105
There was a requirement that every Singapore CEO was to go through the flight attendant and service programs of government-owned Singapore Airlines, one of the world's most successful and profitable companies.
106
Enhancement of CEO performance in Singapore, one of the world's most productive countries for decades, is no accident.
107
Benchmarking shouldn't be based only on our assessment of ourselves and counterparts in other successful companies.
108
We can also learn from those above and below us.
109
It's also no accident that the members of the top management staffs of the major hotel chains have been taking training in bell service, valet parking, front desk housekeeping, and concierge services.
110
If you want to become or stay the best, you must know more than what your competitors are up to.
111
You must know the best business practices wherever they exist.
112
Apple has continued to lead all industries in continuing to question what the next consumer demand will
113
be for its emerging technologies and then meeting or exceeding those expectations with products including new versions of the iPhone and iPad.
114
For individual benchmarking, it's important to choose leaders with a new leadership philosophy and the new employee paradigm.
115
Jack Welsh, former chairman of the General Electric Company, stressed that the practice is for pinpointing where you sit now, not where you wish or hope to be.
116
It's locating where you actually are and where you need to be five years hence, as well as realistically assessing the chances of getting from here to there.
117
This requires a clear picture of your strengths, your weaknesses, and desired destination, which in turn requires a clear perspective on your life.
118
Knowledge of your attributes, abilities, interests, strengths, weaknesses, and traits is essential to becoming proactive in career choice and career change.
119
Where to begin your personal benchmarking?
120
What we love and do well as children continues to shape our lives as adults, so an excellent benchmarking exercise is to spend time with key team members in your organization or family.
121
and dust off your childhood memories.
122
Let yourself go.
123
Remember what you really wanted to do as a child.
124
The next step in assessing your interest is considering your current ones.
125
What do you most enjoy after work?
126
What do you most want to do on weekends and vacations?
127
What are your hobbies, your extracurricular activities, your favorite kinds of books?
128
Examination of your avocational interests might reveal a gem of potential that you can apply to your vocation.
129
We strongly suggest that you don't unthinkingly relegate what you love to do for yourself slowly to hobbies.
130
You might make it or at least integrate it into your life's work.
131
Next comes an assessment of your natural gifts.
132
After many years of observation, we're still surprised by how few people try to make a connection between what they're good at and what they do.
133
In this module, you'll be assessing your own natural talents through an exercise that we call the circle of multiple intelligences.
134
Virtually all individuals have at least three to five major talents and many have more.
135
It's important to note that all of your talents are present at birth.
136
You'll gain knowledge, attitude, skills, and habits throughout your life.
137
However, you'll not receive or develop more talent.
138
Our careers are a blend of natural abilities, environmental modeling, acquired skills and experience.
139
Many times our careers hinge heavily on the economic requirements at pivotal age and family considerations.
140
If we're to develop our lives along the path of greatest wisdom, however, we should give serious thought to discovering our inherent abilities as early as possible.
141
Talents and personality traits come naturally at birth.
142
Behavior patterns and habits are learned by observation, imitation, and repetition.
143
In all the best research involving high-performance executives in nearly every field and job description,
144
from technical to sales, from top management to hourly workers, combined with a database working with Olympic athletes,
145
coaches, and professional teams, we've learned that certain core behavioral traits generally define the high achiever and leader.
146
Probability for success is marginal without high scores in ambition, self-confidence, and mental toughness.
147
Candidates who score low on any of these three traits or who still show a lack of self-control or flexibility may require careful screening or special training to predict their probable impact on performance.
148
We often ask our seminar participants to visualize an ideal day for themselves five years hence.
149
Where will they be living?
150
How will their day begin?
151
How are they traveling?
152
Where are they going?
153
What kind of work are they doing in what position and with what income?
154
Who are their friends?
155
What moments of the day give them the most satisfaction?
156
What do they do purely for fun?
157
Let your imagination go.
158
Let it take you to the question of what you really want from your life.
159
Do you want more love?
160
Greater wealth?
161
To be thinner, more attractive, healthier?
162
To break into an entirely new field?
163
To make a significant contribution to society?
164
With this in mind, ask yourself whether what you're doing now is what you feel you should be doing.
165
Certainly it's providing you with an income, but is it advancing you toward where you really want to be?
166
If you haven't determined that, you should be exploring not vaguely, but on a daily basis using some of the measurements that we've suggested here.
167
Even if you're reasonably satisfied, asking such questions can increase your self-awareness.
168
But if you do know what you really want to do, and it involves changes, ask whether you're acting to make your dream a reality.
169
Change masters know who they are, where they are today, and what and where they want to be tomorrow.
170
And they get there.
171
And congratulations, you're one video closer to who you're meant to be.
172
For some more incredible Dennis Waitley motivation, check the video right there next to me.
173
I think you'll love it.
174
Continue to believe, and I'll see you there.
175
We live in a fast-forward world with more changes in one of our days than in a decade or more of our grandparents' lives.
176
You and others in your region are at the center of what is being transformed
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？
在学习英语的过程中，练习口语是至关重要的一步。本视频由著名演讲者Denis Waitley谈论如何重塑大脑，以及如何超越自我设限，这为学习者提供了良好的材料。通过观看和模仿他的演讲，学习者不仅可以提高英语发音，还能增强自信心，了解如何在生活中设置更高的标准。这种方法可以帮助英语学习者更好地理解语言的使用情境，从而改善他们的口语表达能力。您可以利用这个看YouTube学英语的机会，培养自己的口语技能。
语法与表达方式分析
- 条件句: "如果你不知道你在哪里，任何道路都会把你带到那里。" 这个句子使用了条件句的结构，有助于学习者理解其在表达因果关系时的用法。
- 动词时态: 在视频中，Waitley频繁使用现在完成时，如"我已经学会了…"，这可以让学习者明白如何描述过去发生的事件对现在的影响。
- 对比结构: "成功是一个过程，而不是一种状态。"这类对比表达帮助学习者理解如何在英语中清楚地区分不同的概念。
通过对这些结构的掌握，学习者可以在自己的交流中使用更复杂的句子，提高英语流利度。
常见发音陷阱
在本视频中，Denis Waitley的发音标准且清晰，但仍有一些词汇和短语可能给学习者带来挑战。例如，"expectation"和"achievement"等单词的发音可能会影响非母语者的表达流利度。练习这些词汇时，可以尝试使用shadowspeak的方法，通过重复听和模仿，来提高提高英语发音的准确性。此外，注意待发音时的节奏和重音，使您的口语更加自然。如果您想进一步提高发音，可以使用适合您的shadowing site进行练习，尝试不同的短语和句子以找到适合自己的发音方式。
总之，将本视频作为工具，热衷于shadow speech练习，您将能够在英语口语上获得显著提升。
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。