跟读练习: Making an Impact at Work | Liz Wiseman - 通过视频学习英语口语
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One of the things that comes up over and over in my research is the relationship between impact and burnout.
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In this moment in time that we find ourselves in, we're dealing with epidemic levels of burnout in the workplace.
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Burnout meaning you're not just tired, you're inexplicably tired.
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And it is so easy to assume that people burn out because they have too much work.
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There's a workload that's too big.
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There's too much pressure, too much is on their shoulders.
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But everything in my research points to something different.
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We don't tend to burn out because we've got too much work.
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We burn out because we have too little impact.
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Hi, I'm Liz Wiseman.
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I am a researcher and an executive advisor, and my latest book is Impact Players, How to Take the Lead, Play Bigger, and Multiply Your Impact.
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Everybody craves impact.
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We all want our work to matter.
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When we ask people, what is the work experience like when you're working hard, but yet you're strangely underutilized?
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Or maybe you're doing work that isn't landing, that doesn't seem to have impact,
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where you feel like you're working hard but you're not getting anywhere or nobody sees or notices.
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People describe this state of work as frustrating, draining, demoralizing, and exhausting.
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Now when we ask people, what is work like when you're doing work that matters, that's visible, that gets noticed?
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You're using all of your skills and knowledge and capability and every IQ point.
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Well, people will say it's totally exhilarating, it's fulfilling, it's energizing, it's impactful.
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The way that you work has really important implications for burnout, for our own burnout, for burnout that's happening inside of an organization.
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Studying how we think and how we operate can end up creating extraordinary differences in impact.
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And what that means is without working harder, we can increase our impact and avoid burnout.
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The idea of impact players is a metaphor that I borrowed from sports.
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In the sports world, we all know who the impact players are.
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They're people who make this valuable contribution but that teams play better because they're on the team.
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They're the people we turn to in the high stakes situation and the people we hand the ball to
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in the moments that matter.
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People we know are gonna go out there and get the job done, but they're gonna do it in a way that secures a win for the whole team.
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In my research, what I began to see is that the workplace has impact players as well.
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When situations are messy, ambiguous, uncertain, the impact players move toward it and they take charge of it.
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While the ordinary contributor tends to pull back and maybe even run from the chaos, the impact players dive into it.
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They dive into it much like a surfer when they see this kind of big oncoming wave.
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Instead of retreating, they dive through that wave to get the other side where there's play, where there's opportunity, where there's a chance to innovate.
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I think it's pretty easy to hear about impact players and to see the value they're contributing, the power of the work that they're doing,
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and assume that to increase your impact you have to work harder.
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But what we have found is that the impact players in our study weren't working harder they were working differently
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the most important practice of impact players is that they do the job that's needed
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the difference between doing your job and doing the job that's needed really is the mindset
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the mindset of doing your job is a mindset of competence and it's a mindset of diligence This is my job, it's what I was hired to do,
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this is my boundary, this is my box, and I'm going to do it, and I'm going to do it well.
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Now, the mindset for the impact player is not one of diligence, it's one of service.
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How do I be of service to the most important priorities of the organization?
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What are the hot projects, the things that get funded and visibility?
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What are hot issues that divert people's attention?
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Understand those hot spots and then point yourself toward those.
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Working on something that's important, that's visible and has heat can feel like more pressure.
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But if you are working on what is red hot relevant, there's momentum them.
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Meetings get scheduled.
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Budgets start to flow.
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You start to receive feedback and guidance and praise.
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So instead of thinking about doing more work, think about doing more impactful work and think about working where there's heat
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and where you can work with ease rather than with effort.
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That impact player mindset is an antidote to burnout.
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本课的词汇与口语要点
这段视频共有 56 个句子、818 个单词可供跟读。 讲话部分时长为 6:05。 说话人语速平稳，每分钟约 135 个词，很适合跟读。 86% 的单词属于英语最常用的 3,000 词，其余的词建议在练习前先学一下。
视频中的重点词汇
视频中 15 个值得学习的单词，附发音和释义：
| 单词 | 发音 | 释义 |
|---|---|---|
| mindset 名词 | /ˈmaɪn(d)ˌsɛt/ | 心態 /心态, 思維模式 /思维模式 |
| dive 动词 | /daɪv/ | 潛水 /潜水 |
| visible 形容词 | /ˈvɪzɪb(ə)l/ | 看得見 /看得见, 可看見的 /可看见的 |
| workplace 名词 | /ˈwɝkˌpleɪs/ | 工作場所 /工作场所, 職場 /职场 |
| diligence 名词 | /ˈdɪlɪd͡ʒəns/ | 勤奮 /勤奋, 用功 |
| ordinary 形容词 | /ˈɔɹdɪnɛɹi/ | 普通, 平常 |
| skill 名词 | /skɪl/ | 技巧, 技能 |
| priority 名词 | /pɹaɪˈɒɹɪti/ | 優先權 /优先权, 更重要的事 |
| hire 动词 | /ˈhaɪɹ/ | 租借, 出租 |
| extraordinary 形容词 | /ɪksˈtɹɔːrdɪn(ə)ɹi/ | 非凡, 了不起 |
| contribute 动词 | /kənˈtɹɪb.jut/ | 貢獻 /贡献 |
| contribution 名词 | /ˌkɑntɹɪˈbjuʃən/ | 貢獻 /贡献 |
| guidance 名词 | /ˈɡaɪdəns/ | 指導 /指导 |
| feedback 名词 | /ˈfiːdˌbæk/ | 反饋 /反馈, 反應 /反应 |
| praise 动词 | /pɹeɪz/ | 讚揚 /赞扬, 稱讚 /称赞 |
视频中出现的短语动词
| 单词 | 释义 |
|---|---|
| end up 动词 | 到达 |
| go out 动词 | 出, 出口 |
需要注意的发音
说话人用了 26 次缩略和弱读形式，例如 you're, they're, I'm。请按听到的简短形式来说。
- “sh” 和 “zh” 音: contribution /ˌkɑntɹɪˈbjuʃən/, implication /ˌɪmpləˈkeɪʃən/
- 长单词——注意重音位置: ordinary /ˈɔɹdɪnɛɹi/, priority /pɹaɪˈɒɹɪti/, extraordinary /ɪksˈtɹɔːrdɪn(ə)ɹi/, contribution /ˌkɑntɹɪˈbjuʃən/, differently /ˈdɪf.ə.ɹənt.li/
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。
- 用正常速度逐句跟读，每句重复到你的节奏与说话人一致为止。
- 录下自己的声音并与原声对比，特别注意 mindset, dive, visible 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。