跟读练习: Power: Why Some People Have It and Others Don't - 通过视频学习英语口语

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Why don't

people have power?

And having answered that question now approximately a billion times, I am pretty well ready to answer it for you, which is the biggest barrier,

I think, for us having power is, of course, ourselves.

We are our own biggest barrier to having power.

We are oftentimes not willing to do what it takes or to make the trade-offs required to have power.

We limit ourselves by being afraid to take chances or to fail.

So many of my friends graduate from Stanford Business School and they follow the well-trod paths of their predecessors, you know, which has never made much sense to me,

which is why would you go to the same firms

that hire all of the best and brightest from all the same schools

that you're graduating from go find the niche isn't

that what they teach you in competitive strategy but you know

so we we oftentimes aren't willing to take the chances required

uh we worry excessively about what others particularly peers think about us

we want to be liked by everybody or loved even

and therefore you know and it's a very interesting fine line that you want to walk.

Obviously you want to be liked and you want to be popular, but on the other hand what I try to teach the students

and what I try to get them to understand is that

if you think about it in a very simple common sense way your peers, your direct hierarchical peers are also your competitors.

If you think about you know you're going to start off day one class of associates at a law firm,

class of people at Goldman or Morgan Stanley, class of people at McKinsey, Bain, BCG.

All of these firms have an up or out.

And even if they don't have an up or out, sooner or later some of you are gonna get promoted to the next level and some of you won't.

So it is in fact the case that your peers are also your competitors.

And so maybe, you know, need to think about them in a variety of different ways.

We're reluctant to accept status and hierarchical differences.

My friend and colleague Deb Grunfeld, who teaches here, will tell you we live in a hierarchical world, and we're oftentimes uncomfortable with hierarchy.

Many of us are counter-dependent.

Certainly describes me, which is why I've got a good job at Stanford Business School.

We don't like to have people telling us what to do.

Many of us, so we rebel against hierarchical authority.

Other people get in positions of power, and they say, why do I have the right to tell people below me what to do?

And they try to give up their power.

So I think we're uncomfortable in hierarchy even though we live in hierarchies all the time.

We see the world as fair and just, and therefore we are less vigilant and strategic than required.

One of the common things when I teach people the cases that I teach them about, is I often get this comment, well you know, these people will get it in the end.

So I don't have anything to learn from them because sooner or later their bad behavior will catch up with them.

In fact, because the world is not a just and fair place, every religious tradition that I know has some account balancing scheme.

To deal with it, you know, later on.

You know, in some cases it's heaven and hell, in some cases it is reincarnation, in some cases it's karma,

and every religious tradition has this for the same reason.

Because it isn't, you know, it isn't a just and fair world, and so how do we make sense of this except by having some account balancing scheme.

But this makes us, I think, because we believe in a just world, we oftentimes don't pay attention to the more interesting people in the organization.

In the early 1980s, I visited at Harvard Business School and taught their version of this class, which by the way is not nearly as good,

called Power and Influence with my dear friend and colleague John Cotter.

And John would say to the students, and I think he was completely right, he'd say, you know, he'd say,

you all want to learn from the people who look brilliant and have amazing levels of interpersonal skill and have succeeded.

He said, the people you really ought to learn from are the people who look to you like they have no skill whatsoever, either interpersonally or in business,

but have nonetheless have made it to the top.

They have something else.

And it would be interesting in some ways to learn what that is and how they are maneuvered.

His point being that anybody can succeed if you are a genius and fabulous and successful and interpersonally competent.

But it takes real political skill to succeed when you have none of those attributes.

And he, by the way, is right.

And the insight is important.

To be able to learn from all kinds of people.

And to be able to accept all kinds of people, which I think we don't, because we see the world is just.

We become way too judgmental.

We are willing to make the trade-offs required to acquire power, being liked all the time versus getting things done.

I think that's, I can still recall being on a dean search committee many years ago, and there was a comment that the preceding dean was a nice person,

but we weren't going anywhere, and as I pointed out, the nice thing about being dead in the water is that no one could complain about the direction.

And that as soon as you start the boat, metaphorically speaking, someone will say, regardless of the evidence and the data, this isn't how I think we should be going.

And so there is this issue of, you know, if you wanna be liked by everybody, don't do anything.

As soon as you make a decision, some people will like it, and some people won't.

How we spend our time and focus our attention.

Strategic versus fun interactions and relationships.

Are you willing to pay the price of having power?

And there's an enormous price for having power.

My dear friend Rudy Crew has been through at least two, maybe three marriages.

You know, he works all the time.

Most successful people that I know have to work very, very hard, and that's true whether you're running a nonprofit or a for-profit.

You look at the people who go into government, and the one thing you can say, you may like their policies or not like their policies, they're all working enormously long and hard hours.

To be in a position like this, you have to pay a price.

You have to decide, am I willing to work this hard

and to interact with people who I need to interact with rather than the people who I perhaps want to interact with.

You know, so I like to tell people I'm in a job with relatively low interdependence.

I can have lunch with my friends.

If you want to have power, you need to figure who you need to have lunch with metaphorically,

strategically, in order to get things done and build the relationships that will make you successful.

And I, you know, I would come into class and we'd teach on Monday and Friday and, you know, it became like a joke finally when I would say to the students, I'd say, well, how did you spend your weekend?

And they would kind of look at me like, you know, what kind of a doofus is this?

We spent our weekend, you know, partying or skiing or doing whatever they do with their close friends, with their roommates, with their colleagues.

And I pointed out to them that if you spend all your time with your current close friends, how do you ever make new ones?

And in fact, there's a lot of research that shows

that the most useful ties that you will develop are the weak ties.

Because your friends travel pretty much in the same social circles you travel in, and therefore they can provide you mostly with redundant information.

if you want non-redundant information, you need to get out of your comfort zone with the people that you normally associate with.

Thank you all for being here, and thank you so much for inviting me.

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本课的词汇与口语要点

这节 C1 级别的口语课以视频“Power: Why Some People Have It and Others Don't”为素材。这段视频共有 88 个句子、1442 个单词可供跟读。讲话部分时长为 8:01。说话人语速较快，每分钟约 180 个词，会出现较多连读和弱读。 87% 的单词属于英语最常用的 3,000 词，其余的词建议在练习前先学一下。

视频中的重点词汇

视频中最难的 15 个单词，附发音和释义：

单词	发音	释义
hierarchy 名词	/ˈhaɪ.ə.ɹɑː(ɹ).ki/	等級制度 /等级制度, 階層 /阶层
colleague 名词	/ˈkɒliːɡ/	同事, 同僚
interact 动词	/ɪn.təˈɹækt/	互動 /互动
redundant 形容词	/ɹɪˈdʌn.dənt/	冗雜 /冗杂, 冗餘 /冗余
competitor 名词	/kəmˈpɛt.ɪ.tɚ/	競爭者 /竞争者, 比賽者 /比赛者
enormously 副词		大大
excessively 副词	/ɪkˈsɛsɪvli/	過分地 /过分地, 過度地 /过度地
interpersonal 形容词		人際的 /人际的, 人與人之間的 /人与人之间的
reincarnation 名词	/ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/	轉世 /转世, 轉生 /转生
maneuver 名词	/məˈnuvɚ/	機動 /机动, 演習 /演习
attribute 名词	/ˈæt.ɹɪˌbjut/	屬性 /属性
roommate 名词	/ˈɹu(m)ˌmeɪt/	室友, 同屋
reluctant 形容词	/ɹɪˈlʌktənt/	不情願 /不情愿
predecessor 名词	/ˈpɹɛd.ə.sɛs.ɚ/	前任, 前任者
nonprofit 形容词		非營利 /非营利

视频中出现的短语动词

单词	释义
give up 动词	投案, 自首
point out 动词	指, 指出

视频中的语法

说话人最常用的结构，并附上视频中的原话：

结构	视频中的用法
被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的	be liked · are maneuvered · being liked
现在完成时 have/has + 过去分词 — 过去发生但与现在仍有关联的事	has never made · have succeeded · have made
定语从句 who / which + 从句 — 补充说明人或事物	people who look · people who go · people who I

需要注意的发音

说话人用了 30 次缩略和弱读形式，例如 don't, isn't, we're。请按听到的简短形式来说。

长单词——注意重音位置: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, competitor /kəmˈpɛt.ɪ.tɚ/, excessively /ɪkˈsɛsɪvli/, reincarnation /ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/

中文母语者容易读错的音：

/v/ — 不要读成 /w/，上齿轻触下唇: excessively /ɪkˈsɛsɪvli/, vigilant /ˈvɪd͡ʒɪlənt/, maneuver /məˈnuvɚ/, whatsoever /ˌ(h)wʌtsoʊˈɛvɚ/
词尾辅音 — 要读清楚，后面不要加元音: oftentimes /ˈɔf.ənˌtaɪmz/, colleague /ˈkɒliːɡ/, interact /ɪn.təˈɹækt/, redundant /ɹɪˈdʌn.dənt/, precede /pɹɪˈsid/
/r/ 和 /l/ 的区别: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, reluctant /ɹɪˈlʌktənt/, rebel /ˈɹɛb.əl/

如何用这段视频练习

先完整听一遍视频，不要开口，记下不认识的单词。
先用 0.75 倍速逐句跟读，熟练之后再回到正常速度。
录下自己的声音并与原声对比，特别注意 hierarchy, colleague, interact 这类单词。

什么是跟读法？

跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。

影子跟读法: 阅读完整分步指南 →

跟读练习: Power: Why Some People Have It and Others Don't - 通过视频学习英语口语

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