跟读练习: Humble Leaders Lead Better Teams with Retired Navy SEAL Jocko Willink | A Bit of Optimism Podcast - 通过YouTube学习英语口语

困难
跟读控制
0% 已完成 (0/306 )
there's no one that's a that's an Uber mench in the SEAL Teams and so I think that knowing that there's always someone better than you and you're constantly
⏸ 已暂停
速度:
重复次数:
等待模式:
字幕同步:0ms
所有句子
306
1
there's no one that's a that's an Uber mench in the SEAL Teams and so I think that knowing that there's always someone better than you and you're constantly
0:00.12 0:10.88 (10.8s)
2
trying to do your best and if you're not trying to do your best you're going to have problems so I think that's I love this pretty normal it's you I I don't
0:08.92 0:19.76 (10.8s)
3
think it's pretty normal if you've ever seen or heard Joo willink you will know one thing about him he is big and he is imposing and if you know anything about
0:18.16 0:30.44 (12.3s)
4
me I'm neither big nor imposing which is exactly why I invited him onto the podcast it's because I like to learn
0:26.84 0:37.44 (10.6s)
5
from people who are nothing like me Joo is also a number one New York Times bestselling author he served 20 years in the military as a Navy SEAL where he was
0:34.48 0:45.84 (11.4s)
6
the commander of task unit Bruiser the most decorated Special Operations unit in the Iraq War and so we sat down together to talk about leadership here
0:43.32 0:55.12 (11.8s)
7
is what I learned what's made him such an effective and successful leader is actually his remarkable humility
0:53.12 1:04.40 (11.3s)
8
this is a bit of
1:01.16 1:04.40 (3.2s)
9
optimism you've made a career sharing some of the lessons you've learned in the teams out to the outside world and
1:07.80 1:18.32 (10.5s)
10
helping people better lead I'm curious what you've learned since you left the
1:14.16 1:24.56 (10.4s)
11
Navy that you wish the seals had that you've only learned in the outside world but I'm curious if anything tracks back yeah the I would literally completely
1:21.32 1:32.92 (11.6s)
12
institutionalized you know I enlisted in the Navy at 18 years old and went straight in so when I got out I had no concept of what the outside world was
1:30.92 1:41.28 (10.4s)
13
like when people ask me that question it really is the fact that when I got out and I started to working with civilian
1:38.88 1:50.60 (11.7s)
14
companies the fact that every F fact facet of leadership inside the SEAL Teams translated directly to a
1:48.04 1:58.52 (10.5s)
15
sales organization or a construction site or wherever it was that was the biggest lesson that I learned was oh
1:56.56 2:06.64 (10.1s)
16
that human beings are human beings and leading human beings regardless of the outcome that you're looking for regardless of the mission that you're on the the human beings are going to be
2:03.60 2:15.68 (12.1s)
17
human beings and that was the that was the I guess the biggest Epiphany for me but I haven't experienced anything where I where I've said oh wow that's
2:13.00 2:24.48 (11.5s)
18
radically different from the way from leading people in the SEAL Teams and I'll give you one quick example when you're in the SEAL Teams people think oh well if someone doesn't meet the standard or someone's not performing
2:22.88 2:35.36 (12.5s)
19
well you just get rid of them and when I was in the SEAL Teams I knew that that wasn't true guess what you have to do if someone's not performing you've got to do paperwork on them you've got to write
2:32.56 2:42.56 (10.0s)
20
them up you've got to counsil them you've got to set them before a board and even then they might get recycled and so it's actually very difficult to
2:41.20 2:52.64 (11.4s)
21
fire people well when I was in the Navy I thought in the civilian sector if someone's not doing what you tell them to do oh you just fire them and as soon
2:48.52 3:00.08 (11.6s)
22
as I got out I realized oh no you've got to do paperwork you've got to go to HR and so it it also depends on the company
2:58.28 3:08.88 (10.6s)
23
it does but some for the most part you're GNA and and it does it depends you know if somebody makes a grievous error in the SEAL Teams you you
3:05.68 3:16.56 (10.9s)
24
can get rid of that person immediately and I've done that before but for the most part they're they're a lot more similar right than they are unsimilar
3:14.64 3:25.56 (10.9s)
25
and and that was really again if I had some you know huge lesson that oh well in the civilian sector you've got to treat people this way yeah no or in the
3:23.16 3:35.32 (12.2s)
26
civilian sector they make better progress when they do x no it's it's
3:33.08 3:43.80 (10.7s)
27
crazy how much it all truly lines up I've learned a little bit hanging out with folks in uniform that I've been able to translate and bring to the
3:40.04 3:50.84 (10.8s)
28
civilian world as well your knowledge is obviously vastly deeper you entered an entirely new culture where you know you had to learn business you know how old
3:48.60 4:00.60 (12.0s)
29
were you when you left the Navy 30 just turned 39 okay so hitting 40 right hitting baby middle
3:57.72 4:10.88 (13.2s)
30
age you know coming out at 40 you're now I'm going to learn business right there were people with 20 years Head Start
4:07.16 4:17.76 (10.6s)
31
yeah right and so you're learning on the Fly and You're still learning I'm curious who your worthy Rivals are who
4:14.92 4:25.44 (10.5s)
32
who are you looking at in the space that you're at and you're like they're so good and I need to learn that
4:22.96 4:32.96 (10.0s)
33
you know I I always love High performers and how they view the others in their Arena to push them to be better who the pacing for for you when you talk about
4:30.40 4:41.04 (10.6s)
34
you know looking at other people and seeing them either as competitiv or worthy Rivals right honestly I don't I don't I don't
4:39.68 4:50.40 (10.7s)
35
know if I just uh it doesn't fact it doesn't even make sense it doesn't it it's hard for me to relate to that well then how do you know where you're falling short well part of the reason is cuz I think when I see someone that's
4:48.92 5:01.28 (12.4s)
36
doing something really well yeah I don't think oh how can I take their job of I think that's cool what they're doing are
4:58.20 5:09.48 (11.3s)
37
there any gaps that I could fill you know it's a it's a a story that I was I was on my last deployment and and this
5:07.12 5:17.52 (10.4s)
38
Army group came in and they had really good capabilities and one of my platoon commanders was said you know hey these
5:14.36 5:24.36 (10.0s)
39
guys they've got these capabilities they might take our job and I said well do you think they're they might be better than you and he goes well they might be better that job they should have the job and I said let them have the job and
5:22.32 5:33.52 (11.2s)
40
well I'll find you something else to do and I'm so I I guess I'm I'm curious like how do you know where you need to do work on
5:32.04 5:43.24 (11.2s)
41
yourself and maybe it's not worthy rival you know take the question a completely different direction how do you know what areas of your own work personality
5:41.20 5:51.28 (10.1s)
42
leadership capability need a little tweak or a little yeah maybe no that's that's it's a real easy to answer okay
5:48.88 6:00.32 (11.4s)
43
like everywhere you know I mean I and I think that's another thing is I don't when I wake up in the morning and
5:56.88 6:07.92 (11.0s)
44
look around the world I'm not thinking oh I'm here oh there's someone that's better than me at that I think everyone's doing stuff that's better than me I wish I was a better writer I
6:05.64 6:17.56 (11.9s)
45
wish I was a better speaker I wish I was better at social media I wish I was better at you know like everything that
6:15.04 6:25.68 (10.6s)
46
I look at I wish I could do a better job and you know everything from doing Jiu-Jitsu I trained JSU all the time and
6:21.60 6:32.12 (10.5s)
47
I get beat all the time and I want to get better at it but the joke running joke in my family is with my wife you know for the past 20 years she said to me what's your New Year's resolution
6:30.64 6:41.76 (11.1s)
48
this year and I say I want to get better at Jiu-Jitsu and surf more and I've been saying that for 20 years and it's still true I want to get better at Jiu-Jitsu I don't want to surf more but that's kind of the way I feel about everything I
6:39.68 6:51.24 (11.6s)
49
don't feel I don't feel like I'm really that good at anything you know I feel like I constantly have to try and and
6:49.12 6:59.84 (10.7s)
50
get better I think that the the attitude of of hey I'm not that good
6:55.88 7:06.00 (10.1s)
51
at anything yeah which is the way I grew up has stayed with me I'm not that good at anything and so I got to wake up
7:03.76 7:14.28 (10.5s)
52
every day and and work hard to to be able to do what I do there's a humility in the military that is looked well upon
7:10.72 7:21.32 (10.6s)
53
which doesn't really do very well in business I know a lot of guys who are freaking amazing like phenomenal
7:19.88 7:30.12 (10.2s)
54
Warriors phenomenal leaders just phenomenal human beings and they enter the private sector I've seen it happen so many times and I make some introductions for them and I call the
7:27.40 7:38.24 (10.8s)
55
folks I'm like so what' you think right freaking badass right phenomenal right and they're like I I don't know it seems like he's a little lost I don't know I'm like lost he's one of the most focused
7:36.48 7:48.16 (11.7s)
56
guys I know and it's not because they're lost it's because they're so like you know it's not me it's my team and you know I can't really take credit for anything in the business world like what
7:46.04 7:56.36 (10.3s)
57
and it's sort of that that slight modulation that they have to sort of amp up the the ego a little bit just for the business world and I think this is a really important thing that you're
7:54.72 8:05.28 (10.6s)
58
touching on which is you don't think you're great at everything you don't think you're great at anything and it's that belief that actually makes you such
8:03.92 8:13.92 (10.0s)
59
a high performer and I think when people lose sight of that that they think they're great at something that's
8:12.20 8:22.28 (10.1s)
60
when that ego you know and because you I mean you you come in I mean like I said you're a you're a force of Nature and I think what people Miss is that how you
8:18.20 8:30.56 (12.4s)
61
actually view your day today is actually more human if they copy the the the the the
8:28.16 8:40.96 (12.8s)
62
picture of Joo it won't work it's this that I find the like really beautiful about you which is where does that come
8:37.32 8:48.32 (11.0s)
63
from like what was your like did you have a a like was your dad hard in you like growing up or like or is it were you like a skinny kid like what what what like where did the like where did
8:46.84 8:57.28 (10.4s)
64
it come from you said it it's been since I was a little kid and it's never gone away well when you're a little kid it's hard to do things and nothing was ever easy for me
8:55.84 9:06.44 (10.6s)
65
you know I wasn't the best athlete I wasn't the strongest I wasn't the fastest I wasn't the smartest I got in the SEAL Teams I wasn't the strongest I wasn't the fastest I wasn't the smartest
9:05.04 9:15.04 (10.0s)
66
what you have to do to overcome that is You' got to work hard and you've and so you get humbled all the time and and by the way if you're good at one thing in in the SEAL Teams there's someone that's
9:13.52 9:25.48 (12.0s)
67
better at that thing than you and by the way no one cares if you're a really good swimmer people like oh yeah but can't do many pull-ups or if you're a good runner
9:22.60 9:32.80 (10.2s)
68
they'll say oh yeah but you're not good with a ruck sack on or if you're good with a ruck sack on they'll say yeah but you're a bad shot so there's no mercy right there's no mercy there's no one that's a that's an Uber mench in the
9:31.64 9:43.16 (11.5s)
69
SEAL Teams and so I think that always knowing that you you're there's always someone better than you and you're
9:40.60 9:50.76 (10.2s)
70
you're constantly trying to do your best and if you're not trying to do your best you're going to have problems so I think that's I love this pretty normal it's
9:48.04 9:59.52 (11.5s)
71
you I I don't think it's pretty normal I think yes fact there's always someone better than you at everything fact yes by if if that's what we mean by normal
9:57.04 10:09.04 (12.0s)
72
then as a as a data point yes but as a perception point I think so often the opposite happens in business which is like you're you're great at that you're
10:06.28 10:17.28 (11.0s)
73
you're the best at that in fact we're going to make you the hero at that and somebody they sort of start straightening up their shirt and I've made the mistake myself I've accidentally hero wise folks who are
10:16.12 10:26.48 (10.4s)
74
really good at what they do and they start to inhale their own fumes and like a year later I'm like what the hell have I created here right I just was giving you a couple compliments so youd boost
10:25.36 10:36.24 (10.9s)
75
your confidence there and it goes out of check and this idea of being okay knowing not
10:34.24 10:47.08 (12.8s)
76
pretending deep knowing there's always somebody better always somebody better at everything I do and so the only
10:43.96 10:54.56 (10.6s)
77
option I have is to keep at it yeah yeah and it it really allows you to keep an open mind too because if you're in a leadership
10:51.68 11:02.84 (11.2s)
78
position and you go into a room and you're trying to come up with a plan for something and if in your mind you deeply know in your own mind that you're the
10:59.80 11:10.24 (10.4s)
79
smartest person with the best perspective and your plan's going to be the best plan it's going to be bad your mind is closed you're not going to listen to what anyone else says you're going to impose your plan on them
11:09.08 11:20.56 (11.5s)
80
they're going to execute the plan only because they have no other choice because you're the boss and it's not going to go as well as it should and when they run into an obstacle they're going to stutter step because they know
11:18.56 11:29.40 (10.8s)
81
that they're just doing what you told them to do they don't have any ownership of it so it's problematic but if you truly think well when I go in this room
11:27.60 11:38.84 (11.2s)
82
with my 10 subordinate leaders I know that they're going to have better ideas than me I deeply know that their ideas are going to be better or at least they'll have a point of view that I
11:35.24 11:46.20 (11.0s)
83
don't have whatever it is and then my mind is open and when someone makes a point and I go oh yeah that makes sense why don't we go in that direction at the risk of belaboring the point I think
11:44.36 11:54.48 (10.1s)
84
this is really really important for for for junior leaders and Senior leaders right so for a Junior leader I think Junior leaders feel like they have have to prove that they're worthy of the
11:52.44 12:02.52 (10.1s)
85
title worthy of the risk you know like you pick the right person you know and like and that shows up in a little bit of a little too much a little too much I
12:00.76 12:11.04 (10.3s)
86
used to tell the Young Junior officers you have nothing to prove but you have everything to prove yeah when you're in charge of a platoon you don't need to
12:08.84 12:18.96 (10.1s)
87
prove to the platoon that you're in charge right you don't need to say well hey we're doing it my way or hey this is my plan you don't need to do that in fact it's offensive your credibility
12:17.80 12:28.40 (10.6s)
88
doesn't come from that no right what you have to prove to them is that you'll listen to them that you'll make a when a decision has to get made you'll take all the pertinent points in and you'll make
12:26.12 12:37.84 (11.7s)
89
a good decision and you'll be able to back them up and you'll you care about the team that's what you have to prove to them but you don't have to prove that you're in charge so that's the guy that you're talking about that walks into the
12:35.20 12:45.88 (10.7s)
90
room and is like all right I better prove to everyone that this is my idea or prove to my or prove to those above me that they hired the right guy exactly you know exactly I love that and I think as you so I think for a Junior leader
12:44.92 12:55.56 (10.6s)
91
what you're you're learning the fundamentals of leadership which is you've got to take care of your team rely on your team I think as you become more senior this attitude that you're talking about it
12:54.72 13:05.24 (10.5s)
92
does something slightly different which is now and you said it which is it teaches you open-mindedness right even if you're good at caring and good at offering that top cover now what you're learning and
13:03.84 13:14.20 (10.4s)
93
it's in other words once you've learned it once it's not learned like it's a practice Yeah uh not a lesson it's counterintuitive to have an open mind
13:13.16 13:24.48 (11.3s)
94
and it's counterintuitive to to say on a daily basis I'm not the best in fact there's someone everywhere who's better
13:21.04 13:33.80 (12.8s)
95
than me that's the way it is and I again like I think the humility is often missed when we teach people like SEAL training because people high performing
13:30.20 13:41.32 (11.1s)
96
it's Larger than Life even the the movies help you know I think people miss that there's a very human and and you know this even better
13:39.12 13:51.60 (12.5s)
97
than I do I've cried with more people in uniform than I ever did with anybody in a suit I've hugged more people in uniform than I ever did with anybody in a suit you know there's a there's a
13:48.80 13:59.84 (11.0s)
98
humanity and I guess because the stakes are life and death but there's a deep deep humanity and love and caring and those words you know the Marines call them the
13:57.88 14:08.40 (10.5s)
99
intangibles the only way to put it which is love like like seals are high performing not because they're gorillas that's just a that's just a component to
14:06.52 14:18.72 (12.2s)
100
get through selection the seals are high performing because they love each other
14:15.60 14:25.68 (10.1s)
101
even deeper than than you can imagine and I would see it happen when I when I had the opportunity to visit carnado and I'd see
14:21.60 14:31.68 (10.1s)
102
who I I don't even think they knew each other they would hug like brothers and I think that's often missed yeah there's a lot of things that get missed and
14:29.68 14:41.04 (11.4s)
103
there's a lot of stereotypical you know viewpoints that people have and this is one of the you you talked about some of the things that
14:39.16 14:49.16 (10.0s)
104
I learned when when I got out well one of the things that I learned that I got when I got out was that just like I had this impression of the civilian sector
14:46.76 14:56.92 (10.2s)
105
that you know oh if you got someone that's not doing what they're supposed to be doing you can just fire them they all had the impression that in the military when the commander gives the
14:54.40 15:04.52 (10.1s)
106
order everyone just gets in line and follows the order exactly and that couldn't be further from the truth and so you get this idea that there's this tyrannical authoritarian leadership is
15:03.36 15:14.56 (11.2s)
107
the best form of leadership or that's the form of leadership that they use in the military and that's terrible now doesn't it exist in the military yes it does exist in the military does it exist
15:13.04 15:23.52 (10.5s)
108
in the civilian sector oh it definitely exists in the civilian sector now there's a great book that I covered on my podcast it's called
15:22.16 15:32.48 (10.3s)
109
the psychology of military incompetence yeah yeah it's a fantastic book you know the guy that wrote it was a in World War I he was wounded and then he became a
15:29.52 15:40.92 (11.4s)
110
psychologist but you know he points out that the military attracts people who see that authoritarianism from the
15:38.68 15:48.92 (10.2s)
111
outside and they think oh that's exactly what I want to be a part of yeah and that mentality works I hate to say it but actually works
15:47.60 15:59.96 (12.4s)
112
well in Garrison environments meaning where there's no combat going on if we're on the parade field if I have to if you got your platoon and I'm going to
15:56.56 16:06.84 (10.3s)
113
come and inspect your rooms and you're authoritarian dictator guess what the rooms look great and everyone's in a perfect uniform and everyone's cleanly shaved and I think you're doing a great
16:04.44 16:15.92 (11.5s)
114
job because you're a tyranical leader and you barked orders and you yelled and screamed and you went and did the white glove on them before I showed up to inspect so I think man Simon's such a
16:14.20 16:26.44 (12.2s)
115
great leader that mindset though that closed mindset which is I don't give me the input clean the way I told you to clean it works in a non-combat environment but when you get in a combat
16:23.56 16:35.08 (11.5s)
116
environment all of a sudden you've got variables yeah and this is why combat leaders good combat leaders hopefully they have very open minds yeah
16:33.48 16:44.44 (11.0s)
117
they have to they have to have an open mind they have to be very creative they have to actually be the other end of the spectrum from the authoritarian dictator
16:42.96 16:54.76 (11.8s)
118
and so what happens is in peace time things start to lean towards these authoritarian dictators being put in senior positions they get promoted
16:51.52 17:02.92 (11.4s)
119
because why what happens what happens to the you know to the creative open-minded leader well he was out with the boys he got in trouble for this he they were on
17:01.20 17:11.28 (10.1s)
120
an exercise and he did this radical thing that was outside the rule set and he got in trouble and he got written up and so now he's not getting promoted
17:09.40 17:19.84 (10.4s)
121
yeah that's the guy you want in combat it's David schwimmer's character in banded Brothers It's 100% he was great in Garrison he's great in Garrison put him in in in the chaos and just fell
17:17.32 17:29.12 (11.8s)
122
apart and he fell apart and you know what did his team think of him yeah he his team thought of him they didn't respect him they didn't like him they didn't want to follow him yeah and you
17:27.20 17:37.96 (10.8s)
123
know what happened to that guy in real life it was I looked him up it wasn't good he lived a lonely life didn't he he
17:35.68 17:46.60 (10.9s)
124
attempted suicide he failed yeah he was blind and what was really interesting about that is that he to his death yeah
17:42.72 17:56.12 (13.4s)
125
blamed his whole life on easy company yeah all the failings in his life was because of easy company and it just made
17:52.52 18:02.92 (10.4s)
126
me think you romanticize your experience in the military and the things that were good you just hold on to them that was the the best of times but when someone
17:59.72 18:10.04 (10.3s)
127
has a bad experience or something bad happens they hang on to that and that becomes what what that guy carried to the Grave yeah himself so yeah but
18:08.52 18:18.76 (10.2s)
128
that's a great example and then the other side you had dick Winters who was the heroic leader in Band of Brothers who listened to his troops who never
18:17.68 18:27.92 (10.2s)
129
yelled and screamed and you asked about my experience and how I ended up like this where that humility came from but I I was in a seal platoon and we had a
18:25.40 18:37.32 (11.9s)
130
tyrannical leader and the tyrannical leader he didn't have a lot of experience he' come from a different part of the Navy and then joined the
18:35.04 18:45.64 (10.6s)
131
SEAL Teams at a relatively senior uh grade and in order to make up for his inexperience he kind of over indexed and you know imposed plans on people and
18:43.12 18:54.32 (11.2s)
132
didn't listen to anyone it was my way or the highway and it was just terrible and we had a mutiny against this guy huh and so we all the the the enlisted guys in
18:52.84 19:04.76 (11.9s)
133
the platoon went before the commanding officer we went before his boss and we told the commanding officer hey this guy doesn't listen to us he's arrogant he's
19:02.28 19:13.64 (11.4s)
134
got a big ego he's imposing his plans on us we don't want to work for him which is a mutiny and just so you know the the punishment for Mutiny in
19:11.36 19:22.48 (11.1s)
135
the military is death actually well you know this was peace time and and the commanding officer was a really a great guy and he said listen this sounds like a mutiny we don't have mutin in the Navy
19:20.48 19:30.48 (10.0s)
136
I'm not going to have a muttin at my Seal Team go figure it out and luckily he was a good commanding officer and so he kind of pulled the thread and started
19:29.44 19:40.08 (10.6s)
137
asking more questions of the training Cadre to find out what the guy was like and he fired him three days later and so we were celebrating you
19:38.08 19:48.76 (10.7s)
138
know oh great you know look what we did we won right and then we found out who is going to take his place and the
19:46.80 19:57.00 (10.2s)
139
guy that they were putting in to take his place the new platoon Commander was this legendary seal who everybody knew
19:54.16 20:06.20 (12.0s)
140
he'd come up through the ranks from you the junior position almost to the top of the enlisted ranks and then became an officer and then started going up the ranks the officer he had combat
20:03.44 20:15.56 (12.1s)
141
experience he was at every different Seal Team he he just was a legendary seal I didn't know him but we all knew his name I wrote about him in this book
20:13.44 20:24.60 (11.2s)
142
leadership strategy and tactics and I I called him DC so I'll call him DC so DC we find out that this legendary guy is going to take over and one day we're supposed to meet
20:23.04 20:34.12 (11.1s)
143
him he's coming after lunch and we've got our little platoon Hut out there and we're sitting in the platoon Hut and I'm kind of the guy on watch looking for this guy to show up and there's guys
20:32.68 20:43.08 (10.4s)
144
coming out of the locker rooms oh that's not him another guy comes out it's not him and then finally this guy comes out and I go maybe this is him he starts walking towards our platoon
20:41.76 20:52.92 (11.2s)
145
Hut and as he starts getting closer and I look at him I go this can't be the guy because this guy looks like he's about 150 PBS can't be him but he keeps coming
20:49.20 21:01.44 (12.2s)
146
towards us and then I'm like oh wait this guy's like short like how old how is this guy 5'8 what is this guy doing he can't be a legendary
20:58.84 21:09.48 (10.6s)
147
seal keeps coming towards us and as he gets closer he's got like he's old you know he's an old guy he had to have bit
21:06.80 21:17.40 (10.6s)
148
at least like 37 right so I'm thinking there's no way that this old skinny short guy is this legendary seal and sure enough he walks in our
21:14.56 21:28.84 (14.3s)
149
platoon space and it was him mhm and we very quickly figured out why this guy was a legendary seal because he walked in he said hey sorry to hear about what
21:24.08 21:36.92 (12.8s)
150
happened with your last Commander uh I'm not worried about it I'm just looking forward to working with you guys right then not I'm the new Commander not this
21:33.48 21:45.48 (12.0s)
151
is my platoon not there's a new sheriff in town it was I'm looking forward to working with you guys yeah and that set
21:43.44 21:55.40 (12.0s)
152
the tone guy was the most humble leader yeah and you know not only so so I got to see this as a young guy I was
21:51.84 22:03.40 (11.6s)
153
probably 22 or something it was my second platoon what what made it very clear to me was because I got to see this stark contrast between a guy that was arrogant
22:01.00 22:14.20 (13.2s)
154
and egotistical and how much we disliked him and that we literally had a mutiny because we didn't want to follow him and
22:10.64 22:20.72 (10.1s)
155
when this other guy took over that was humble that listened to us that treated us with respect we would follow that guy anywhere and that's the guy that I've
22:19.00 22:30.68 (11.7s)
156
tried to emulate m throughout my career follow-up
22:27.36 22:38.32 (11.0s)
157
question how did you learn when to turn on command and control in the chaos because I think a lot of people are listening to this they're hearing the
22:33.96 22:45.60 (11.6s)
158
lessons about humility asking questions but there are times when that guy he had earned the trust so that when he could
22:43.56 22:54.72 (11.2s)
159
flip the switch in the chaos and it was barking orders and there wasn't you know I'd like to hear your opinions you
22:52.04 23:03.76 (11.7s)
160
know when did you see that happen like because it's I think people and we've been we've sort of been dancing around it which is people choose to be either
23:01.44 23:11.96 (10.5s)
161
this lovely beautiful kind humble leader they choose that path or they choose the path of command and control but the the
23:08.60 23:18.68 (10.1s)
162
answer is you do need both you can't be Comm out and control all the time but there are episodes where this guy this legendary seal did turn it on when did
23:15.44 23:26.28 (10.8s)
163
he turn it on and when did he turn it off people ask me that very question right how do you know when to do that and here's the way that I did it this is
23:24.40 23:36.40 (12.0s)
164
what I saw him do first of all there's going to be times where what you're talking about is there's a leadership vacuum there's a moment in time whether it's in a meeting whether it's on the
23:33.20 23:43.76 (10.6s)
165
battlefield whether it's making a decision where there's a leadership vacuum no one is stepping up and taking charge it's obviously quiet and it's
23:42.36 23:53.40 (11.0s)
166
obviously quiet yeah now when that happens here's what I do if there's a leadership vacuum out no one's making a decision I'm going to pause I actually
23:51.24 24:04.60 (13.4s)
167
want everyone in the room to know and feel that there's a leadership vacuum I want everyone in the room to go because if I jump in too early
24:01.04 24:12.24 (11.2s)
168
there's a couple people maybe you were about to you know Simon had an idea he was about to say something and I just cut him off and now he's going to be begrudgingly executing what I told him to do and he's going to think he didn't
24:10.92 24:21.36 (10.4s)
169
get a chance to step up so I'm going to pause long enough and in combat it might be 3 seconds in a business meeting it
24:19.60 24:30.00 (10.4s)
170
might be 30 seconds it might be a minute if it's a long email exchange it might be three days right I'm I'm on the CC line and people are going back and forth
24:27.44 24:39.28 (11.8s)
171
and all of a sudden you know I'm going to chime in so when that leadership vacuum occurs I'm going to
24:36.40 24:46.88 (10.5s)
172
give it at least enough time that everybody feels it and once they feel it I'm going to make a small iterative
24:45.28 24:56.00 (10.7s)
173
decision to move in a direction that I think is best at that moment in time and then we're going to move in that
24:52.68 25:03.24 (10.6s)
174
direction I'm going to keep an open mind and we're going to get feedback on the decision that I make just made I'm going to make the smallest decision I can by the way and this is something that again
25:01.16 25:11.28 (10.1s)
175
this is something that I use to cheat in the SEAL Teams because I was known in the SEAL Teams for being very decisive if a decision needed to get made I would make a decision but I would make a
25:09.36 25:21.08 (11.7s)
176
little tiny decision but no one's really thinking about that at the time but if if you and I are getting shot at or my our platoon is getting shot at from you
25:19.12 25:30.68 (11.6s)
177
know somewhere up to to the north well what's my decision going to be is it going to be attack that's one decision is it going to be Retreat that's another decision
25:27.16 25:38.68 (11.5s)
178
those are big decisions to make but what if I just say Simon go to the rooftop tell me what you see up to the north okay I just made that decision and
25:36.44 25:47.24 (10.8s)
179
everyone goes oh joo's got this we're good now you go up and you tell me what you see and maybe you see a lot of enemy maybe you don't see very many enemy maybe we can move
25:44.72 25:57.04 (12.3s)
180
forward but I'm gonna make a a the smallest decision that I can MH and and by the way if the next decision is going to be made if someone else makes the
25:54.44 26:05.72 (11.3s)
181
next decision I'm fine with it I don't ever feel like I need to talk and in fact when I do have to step in make a decision I normally will decipher that
26:03.56 26:14.16 (10.6s)
182
later and try and figure out okay what did I do wrong where Simon didn't make a call I like this idea of making the little decision I mean it does multiple things right it establishes that somebody's going to take accountability
26:13.16 26:25.44 (12.3s)
183
it also builds trust right because you're not taking unnecessary risk too soon even if it's the right Choice um it doesn't make people skittish it's a very
26:22.72 26:34.36 (11.6s)
184
clever thing I think there's and as as we're talking about I'm thinking about there's also you know I think as we practice good leadership you're simultaneously learning good
26:32.40 26:43.04 (10.6s)
185
followership because I assume that in chaos of combat that when the leader starts actually barking orders that the
26:40.36 26:52.28 (11.9s)
186
good followers those in the care of the of that leader they also know when is the right time to say I'd like to contribute I think I have an idea and they know you know what I'm I'm GNA
26:50.16 27:02.72 (12.6s)
187
follow I'm gonna follow y it go it goes hand in hand knowing when to ask but also knowing when to not volunteer it does boil down to trust as well but this
27:00.08 27:10.16 (10.1s)
188
is something that's built up over time because if we're if you and I are in the street we're in a gunfight and I look at
27:08.24 27:18.48 (10.2s)
189
you and I'm the guy in charge and I look at you and say Simon get in that building right there get to the roof and put down cover fire that's not the time where you're
27:15.84 27:27.56 (11.7s)
190
going to say well actually you know I if you could explain me the why behind that I'd really like to know now because you're going to go oh we're in a
27:25.12 27:36.16 (11.0s)
191
gunfight joo's got a plan and I'm going to go execute it and you're going to go execute it most of the time because
27:33.72 27:44.28 (10.6s)
192
there's a chance that when I say peek at you from behind this wall I'm hiding behind with shots firing over my head I say Simon go get in that building there
27:41.28 27:51.68 (10.4s)
193
take the roof put down cover fire right there's a chance that you look back at me yeah and you say negative now why you saying that to me
27:49.56 28:00.84 (11.3s)
194
you might have information you see something that I don't see maybe there's a you know uh IEDs in the in the in the
27:59.08 28:09.24 (10.2s)
195
yeah in the driveway there's a reason why you can't do that and when they say negative you don't say damn it you listen to me they say ah when you hear Negative they know something I don't
28:06.96 28:18.36 (11.4s)
196
know quick exchange and then either adapt or not and really what it boils down to then is now we're going to go a little bit deeper and I am going to tell you why yeah I'm going to give you the
28:15.52 28:25.92 (10.4s)
197
why and I'm going to let you go execute I'm going say well I need cover fire help me and you go okay got it I'm going to that building and I'm going to be
28:24.20 28:36.32 (12.1s)
198
able to put down cover fire you so that that trust that you build up and knowing when to step in and make a call again
28:33.28 28:43.92 (10.6s)
199
you want to do it as seldom as possible because the more you talk the less people listen you know that's another thing like we I would not talk on my
28:42.08 28:52.28 (10.2s)
200
radio in fact when I was a platoon Commander when I was a troop Commander our radios were almost always silent and
28:49.40 29:00.84 (11.4s)
201
when I did say something on the radio when I came up on the radio and said everyone get to building 34 now like people knew that they were going to get
28:58.68 29:09.88 (11.2s)
202
there no matter what and that's because I wasn't saying hey can you push two guys over to this building here hey somebody give me some reports on where that hallway is getting no no no one did
29:07.40 29:20.24 (12.8s)
203
that no one did that and it was like radio silence all the time you know what a leader is doing is fostering relationships fostering trust all the words that we use in good leadership you
29:16.60 29:28.40 (11.8s)
204
know you find in families and personal relationships it's very human and what what we're talking about is like when we get along uh that doesn't mean we have
29:26.24 29:37.32 (11.1s)
205
to like each other it's preferable but not not 100% necessary but uh and this is one of the things I find wonderful about military which is the trust is so deep that you know I'll risk my life for
29:35.44 29:46.84 (11.4s)
206
somebody I don't necessarily even like which I find fascinating but when the Team Dynamics work and you get the
29:44.40 29:54.76 (10.4s)
207
relationships working then it works and I think a lot of leaders they're so focused on the goal they're so focused on the quarterly result they're focused
29:51.16 30:03.44 (12.3s)
208
on even the strategy that they sometimes forget that there's a whole group of people that have to come along to execute it be engaged enjoy it and
30:01.12 30:12.76 (11.6s)
209
unlike the military you know they go home at the end of the day or they have got a side hustle or you know they have
30:10.36 30:20.52 (10.2s)
210
options they can quit and they're not forced to do anything in the military there's still a there still a military
30:17.60 30:28.04 (10.4s)
211
structure and and you know they can dis Gage of course mhm and they can literally just say we're not doing this yeah seals in Vietnam that would get
30:25.24 30:36.00 (10.8s)
212
told this is a classic story that I would hear as a young seal you know when I came in there's still seals Vietnam seals in and if they got some told to do something they didn't want to do this is
30:34.08 30:45.96 (11.9s)
213
a classic story oh they get told hey go do an ambush on this on this River that's you know over here tonight and the guys would say hey there's a lot of enemy activity we don't think it's going
30:43.84 30:54.92 (11.1s)
214
to be a good and shut up and do it they' go okay cool they'd get their gear on they' Patrol 100 met outside the gate
30:53.16 31:03.84 (10.7s)
215
they sit down hang out for 5 hours walk back in the you know when the sun came up and say yeah we didn't run into anything so they they complied right but
31:00.60 31:12.12 (11.5s)
216
they didn't actually execute so even though in the military sure there's the the thought that they're just going to do what you tell them to do but they're actually not they're not going to do
31:09.68 31:19.76 (10.1s)
217
that another great you know you you brought it's it's it's quiet quitting you you brought up Band of Brothers that's another great scene that I bring up quite often is you know there's the the scene in the end of band brother
31:18.44 31:30.00 (11.6s)
218
Brothers where he gets told hey go do a reconnaissance across the river yeah and Dick witer says hey I don't really think we should do that hey shut up and go do it he says okay they go do it they take
31:27.92 31:38.36 (10.4s)
219
a casualty I think a guy even gets killed they come back hey we didn't see anything and by the way the war is all but over at this point Y it's a stupid and the colonel next night says go do it
31:36.92 31:47.16 (10.2s)
220
again and he says I don't think we should do this says go do it again and he says um okay Roger that and they go into a basement they drink wine they
31:46.08 31:56.40 (10.3s)
221
play cards and they don't do the mission so that happens in the milit abely theary and so that's why again
31:53.80 32:07.24 (13.4s)
222
notar ands that way but it works that way if the team is it's still human beings if the team isn't on board with the what we're doing then we have a
32:03.72 32:13.80 (10.1s)
223
problem and you know you're talking about relationships and for years I was telling people here you know you ask what what have I discovered in the past few years for years I was telling people
32:12.76 32:23.68 (10.9s)
224
hey you got to have relationships you got to build relationships you got to have relationships you got to build relationships and and I was work with a company and I was looking at this woman I said hey you got to build a relationship and I could see the look on
32:22.28 32:34.88 (12.6s)
225
her face was a combination of like yeah I know dummy but what does that even mean you know that was the look on her face not actionable yeah she
32:32.08 32:43.64 (11.6s)
226
it was like go make a friend yes go make a friend thank you and so I ended up thinking to myself you know I keep telling people to have relationships
32:42.04 32:52.40 (10.4s)
227
build relationships what's a relationship yeah and I ended up figuring out in my mind what the components of a relationship are trust
32:51.32 33:02.60 (11.3s)
228
listen respect influence and Care trust listen respect influence and care if you want people to listen to you you have to listen to them and it goes right on down the line if you want people to trust you
33:00.28 33:10.80 (10.5s)
229
you've got to give them trust if you want people to respect you you've got to treat them with respect if you want to have influence over people you've got to
33:09.64 33:19.80 (10.2s)
230
actually allow them to influence you and if you want people to care about you then you need to care about them and that's the way it works and the biggest
33:16.88 33:28.56 (11.7s)
231
obstacle to all those things is my ego because why should I listen to Simon I've been here for longer than him or
33:24.48 33:35.68 (11.2s)
232
why should I respect him I I I outrank him he should show me respect right why should he be why should I be influenced by him I know this way better than he
33:33.44 33:44.08 (10.6s)
233
does and those that my ego comes in and now I end up with a bad relationship with people so if we can get our ego under control and we can be humble then
33:41.76 33:52.40 (10.6s)
234
we can build good relationships with people so good and then just going back to your original point there is you know when people talk about oh we got to make this we got to make this number or
33:51.08 34:04.20 (13.1s)
235
whatever what team wins yeah the team with 10 people on it where they hate each other and don't get along or the team that everyone's friends and they get along and they get after it who's
34:00.84 34:12.28 (11.4s)
236
going to win it's it's no one gets that question wrong the team that gets along the team that has good relationships wins all day long and by the way going back what makes the SEAL Teams
34:09.88 34:22.68 (12.8s)
237
good it's not because we're can do pull-ups it's not cuz we can shoot straight like yeah those things come in but the reason we're good is cuz we care about about each other cuz we have good
34:19.60 34:30.56 (11.0s)
238
relationships and by the way not all seal platoons are good there are seal platoons that are disasters there are seal platoons that get
34:28.52 34:38.84 (10.3s)
239
disbanded occasionally where they take an entire group of these you know high-performing top tier guys and they
34:36.56 34:47.68 (11.1s)
240
disband them yeah why it's not because the people on the team aren't in good physical condition it's not because the people on the team don't know how to
34:43.92 34:54.76 (10.8s)
241
shoot their weapons it's not because they don't understand tactics the reason that they get disbanded is because they have bad relationships yeah it's a
34:53.04 35:03.08 (10.0s)
242
disaster and you see that in any organization yeah so good I love that construction I think that is bang on did you miss the Brotherhood have you been
35:00.44 35:11.64 (11.2s)
243
able to find it back out in the in the civilian World well I mean I have a company called Aon front and we work with a bunch of our guys I mean
35:10.00 35:20.84 (10.8s)
244
literally the guys it's the guys now we have other people as well you know we brought in a bunch of other people but those people understand too and we're
35:17.72 35:28.12 (10.4s)
245
all in the same you know mind set of trying to share these lessons with as many people as I can but listen I'm not
35:25.40 35:35.68 (10.3s)
246
going to lie to you do I miss being in a seal platoon 100% there's nothing better it's the best job in the world there's
35:32.80 35:43.16 (10.4s)
247
nothing better I will miss that forever I would I knew it at the time yeah you know I'm I'm lucky enough that you know when I was in charge of a of a of a sealed task unit when I was a platoon
35:40.52 35:52.48 (12.0s)
248
Commander I was older because I had been enlisted so I knew that this was as good as it's going to get and I relished every every single day as much as I
35:50.44 36:01.24 (10.8s)
249
possibly could and it broke my heart every day that that that got ticked off the calendar that it was that much further away from from being my life but
35:59.12 36:09.92 (10.8s)
250
it's the best job in the world and it and I miss it every single day that's the one thing every vet I've ever met whether they loved the military or hated the military they all missed the Brotherhood and The Sisterhood and
36:08.20 36:18.76 (10.6s)
251
they've never found it in the outside world not a one I I was in a call with there's a the the the army unit that I
36:17.44 36:28.20 (10.8s)
252
worked for in raditi was my last deployment uh the the ready first brigade the first Armored Division and we're we're having a big reunion in
36:25.52 36:36.48 (11.0s)
253
Texas and we were on a call the other day so it's basically like the the Battalion commanders and the Brigade commander and all these these guys are now retired generals and
36:34.00 36:46.72 (12.7s)
254
Colonels and but it it was I noticed it three minutes into the call these were the guys that we would have Brigade meetings right and how big as a brigade
36:43.68 36:55.76 (12.1s)
255
brigades there was 5,600 people but these these Brigade meetings that we had which we we had probably twice a week MH
36:52.32 37:03.52 (11.2s)
256
you know where people are going through who was wounded who was killed what what problems we were having they were the most the heaviest gravity in these
37:01.28 37:13.36 (12.1s)
257
meetings and for a moment you know I thought about all those meetings where we'd be talking about you know what when the memorial service was for a soldier
37:10.60 37:21.84 (11.2s)
258
or a marine that was killed it was heartbreaking and and then the determination to make a difference in that City and then you fast forward it's
37:20.08 37:30.20 (10.1s)
259
coming up on 20 years it'll be the 20- year reunion and here was this group of of of men that I was in this Zoom call with and
37:28.68 37:41.72 (13.0s)
260
instantly I just felt you know this this camaraderie that was was just awesome it was awesome to be sitting on a zoom call
37:37.96 37:48.92 (11.0s)
261
with these guys who who I'd sat in a room with and been on the battlefield with you know Colonel McFarland just each one of these guys I'd been out there on the battlefield with them while
37:46.48 37:58.68 (12.2s)
262
we're doing things and yes I do I miss that I miss it every single day it was a terrible time there was
37:55.60 38:07.96 (12.4s)
263
heartbreaking you know sacrifices that were made and yet I miss it is there a mission that you did in
38:05.44 38:16.00 (10.6s)
264
the teams or something that you've done outside the teams that you wish all the things you do in from this point on will be more like that and it doesn't have to
38:14.60 38:25.32 (10.7s)
265
have been successful commercially or militarily but when you look back at it you're like that that one is the one that stands out I I want that feeling there was a moment
38:23.76 38:35.64 (11.9s)
266
in time I was in task unit Commander this is 2006 we did a six-month deployment we're probably five months into deployment and
38:33.16 38:43.96 (10.8s)
267
you know we had taken casualties we lost guys it was a very difficult deployment and towards the end of that deployment I
38:41.92 38:51.96 (10.0s)
268
forget even what the mission was but we were patrolling through the street and we were leaving somewhere I was out there as a ground Force Commander and so
38:49.60 38:59.96 (10.4s)
269
I'm the senior guy in charge but it's not nothing big is happening and I remember you know running back and I'm holding a corner and as I'm holding a corner I'm I'm kind of watching the the
38:58.00 39:12.76 (14.8s)
270
the guys and they were so good and so squared away and it just looked
39:07.80 39:19.64 (11.8s)
271
like it just looked beautiful and just to see this this group of guys that were
39:15.76 39:28.76 (13.0s)
272
so honed and so good and it's so focused and I remember watching just thinking to myself this is it this is the high point of my life right here being a part of
39:23.96 39:36.68 (12.7s)
273
this crew but you you've had good teams you've had good missions you've sat back and watched the thing work as you're
39:33.88 39:44.24 (10.4s)
274
describing what was it about this Patrol that stands out from all the other patrols where it worked as well it was a combination of the fact that because in
39:41.68 39:51.84 (10.2s)
275
that particular moment everything was going fine so I didn't really I wasn't looking for that leadership vacuum I was I was detached was able to just
39:49.80 40:02.48 (12.7s)
276
be be be almost an observer there's a perfect alignment of events that you could take that watching and just getting to see and you know whatever the
39:59.52 40:11.64 (12.1s)
277
the actual tactical terrain was set me up in a spot where I could see and I could watch and I could say dang you know for wasn't worried about anything
40:08.48 40:19.40 (10.9s)
278
and I just was watching going yeah this is as good as it gets it's great give me an early specific happy childhood memory specific that I can relive with
40:17.76 40:28.24 (10.5s)
279
you I got one for and um I was playing soccer this is specific Yep this is specific I was
40:25.68 40:36.00 (10.3s)
280
playing soccer and my dad was coaching the game somebody kicked a ball and it hit me in the face and my nose started
40:32.92 40:43.40 (10.5s)
281
bleeding and so there's blood going everywhere and my dad just left me in the game like no Factor keep playing and
40:41.40 40:51.48 (10.1s)
282
I just remember thinking all right that's how we roll and and what was it about that that of all the memories you had in your normal childhood what was it
40:49.72 41:00.92 (11.2s)
283
about that memory that makes you smile and what me want to tell me now I I think it was a little foreshadowing of just you know hey I'm going to keep
40:59.20 41:09.60 (10.4s)
284
going yeah and that's what we're going to do we're going to keep going regardless of what happens so you do realize those two stories you tell me are exactly the same story right except in the in the combat story you weree
41:07.88 41:18.32 (10.4s)
285
your dad which is you just trusted that if they were in aching or if they weren't
41:17.44 41:27.76 (10.3s)
286
whatever was going on yeah they're going to keep going that they that they had the wherewithal to just keep going for the team MH your dad sat on the sideline and just said all
41:26.04 41:37.60 (11.6s)
287
right whatever look at this beautiful team workor going keep going and for that brief second in that mission that
41:35.60 41:47.72 (12.1s)
288
you were your dad interesting yeah I that that you had built your team in this case your dad had built up you and
41:43.48 41:53.76 (10.3s)
289
the rest of the team because it was also the team not just you that he he didn't need to pull you out he he could just sit back and trust that the work that he
41:52.56 42:04.84 (12.3s)
290
had done was working it's the exact same story interesting I think what it captures is the joy of leadership the
42:01.12 42:13.00 (11.9s)
291
joy of parenting the joy of all of these things that we a good leader Works tirelessly on the individuals and the relationships and making it all work but
42:10.68 42:22.32 (11.6s)
292
at some point you know it works not because the numbers show that it works because the numbers can lie but you get
42:19.68 42:30.40 (10.7s)
293
that weird sitb back moment and just smile to yourself you know those moments of it all the sacrifices all the stress
42:26.64 42:36.88 (10.2s)
294
was worth it uh and that's why we do it for those unexpected glimmers you don't know when they're You' have no idea that in the
42:34.68 42:45.88 (11.2s)
295
middle of a freaking war zone that that would be the moment that you'd find out you your dad had no idea that it was when his kid got hit in the face with a ball that that was the moment he'd be
42:43.04 42:54.12 (11.1s)
296
like it's all working you know people work so hard for the dopamine hit to know that they found something or achieved something and good leaders work
42:51.80 43:02.92 (11.1s)
297
for the the serotonin and the oxytocin hit that's what that is that's pride and much harder to get than a
43:00.56 43:11.44 (10.9s)
298
dopamine hit a lot more work than a dopamine hit dopamine hits are freaking easy yeah you know write a goal you got one in your pocket figure figure out a
43:08.80 43:21.04 (12.2s)
299
plan you know there you go dopamine and we've built all these incentive structures around dopamine hits which is the problem but the reality is we need more incentive structures around
43:16.80 43:28.60 (11.8s)
300
serotonin hits which are really hard and requires so much damn work but when you get it ain't no better feeling yeah yeah there's no
43:26.44 43:37.32 (10.9s)
301
doubt about that and that's what I love about these things Joo it's such a pleasure to meet you finally yeah great to meet you as well to too long in the
43:35.72 43:47.36 (11.6s)
302
making indeed too long in the making if you enjoyed this podcast and would like to hear more please subscribe
43:43.64 43:54.88 (11.2s)
303
wherever you like to listen to podcasts and if you'd like even more optimism check out my website simon.com for
43:52.48 44:03.84 (11.4s)
304
classes videos and more until then take care of yourself take care of each other a bit of optimism is a production
44:00.24 44:11.32 (11.1s)
305
of the optimism company it's produced and edited by Lindsay Garbus David jaw and Devon Johnson our executive producers are Henrietta Conrad and Greg
44:08.92 44:21.68 (12.8s)
306
rudan
44:18.68 44:21.68 (3.0s)

关于本课:向退役海豹突击队队员乔科·威林克学习卓越领导力与自我提升

本视频深入探讨了退役美国海军海豹突击队指挥官、畅销书作家乔科·威林克(Jocko Willink)关于领导力、谦逊以及持续自我提升的深刻见解。乔科与播客主持人西蒙·西涅克(Simon Sinek)的对话,揭示了看似截然不同的军事与民用领域中,领导原则的惊人共通性。通过观看和学习本视频,您将不仅能了解高效领导的精髓,还能极大地提升您的英语口语练习能力。

您将有机会练习以下方面:

  • 词汇主题:学习与领导力、军事背景、职业发展和个人反思相关的核心英语词汇和短语。
  • 语法模式:掌握如何清晰表达观点、比较不同情境、讲述个人经历以及运用条件句来阐述假设。
  • 口语场景:模拟访谈对话、讨论专业挑战与解决方案、分享人生经验和心得,这对于提升您的雅思口语表达能力非常有帮助。

重要词汇和短语

  • imposing (adj.):气势雄伟的;给人留下深刻印象的。用于形容乔科·威林克的外形和气场。
  • institutionalized (adj.):制度化的;根深蒂固的。指乔科在军队中长期形成的思维和行为模式。
  • facet (n.):方面;特点。例如:“every facet of leadership” 指领导力的各个方面。
  • epiphany (n.):顿悟;突然的领悟。指对某事突然有了深刻的理解。
  • meet the standard (phr.):达到标准。在工作或绩效评估中常用。
  • learning on the fly (phr.):边干边学;在实践中快速学习。指在没有充分准备的情况下,在实际操作中学习新技能。
  • worthy rival (phr.):值得尊敬的对手。指在竞争中能激发自己进步的竞争者。
  • tweak (v.):微调;略作修改。指对某事物进行小幅度的改进。

本视频练习技巧:提升英语流利度与发音

为了最大化本视频的学习效果,我们建议您采用以下跟读技巧发音练习策略:

  • 语速与节奏:乔科的语速通常沉稳而有力,发音清晰,适合模仿其表达的精准性和影响力。主持人则更为口语化,语速自然。尝试分别跟读两人,感受并模仿不同的语速和语调,有助于提高您的英语流利度
  • 发音与语调:特别留意乔科在分享经验和提出见解时的重音、停顿和语调变化。模仿这些细节能让您的英语听起来更自然、更有说服力。这是一个绝佳的发音练习机会。
  • 内容难度与理解:视频讨论的话题具有一定的抽象性和深度,这对于准备雅思口语考试,特别是Part 3的考生非常有益。您可以尝试跟读并理解这些复杂概念的表达方式,然后尝试用自己的语言总结或阐述视频中的核心观点。
  • 情景代入与扩展:想象自己是访谈嘉宾,回答类似关于领导力、职业转型或自我提升的问题。这不仅是跟读,更是主动思考和表达的过程,能显著增强您的口语自信心和应变能力。

通过有意识地练习,您会发现不仅英语能力有所提升,也能从乔科·威林克的人生智慧中获得启发。

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

  1. 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。
  2. 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。
  3. 设置跟读模式:
    • 等待模式:选择 +3s+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。
  4. 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。
  5. 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。

请我们喝杯咖啡

通过 PayPal 捐赠