跟读练习: Sarah Ellis and Helen Tupper: The best career path isn't always a straight line | TED - 通过YouTube学习英语口语
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Transcriber: Helen Tupper: When we met at university 20 years ago, we made for unlikely friends.
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Transcriber: Helen Tupper: When we met at university 20 years ago, we made for unlikely friends.
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I'm an extrovert who gets involved in everything and talks to anyone, Sarah Ellis: ... and I'm an introverted ideas person who finds extroverts energizing but a bit intimidating.
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HT: Despite our differences, we both had an ambition to climb the ladder and have a successful career.
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SE: We were motivated by how far and how fast we could progress, and we thought that our route to the top would look something a bit like this.
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And in those first few years of work, we were all about promotions and pay rises.
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We were preoccupied by the positions that we held and how senior our job titles sounded.
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And on the surface, everything seemed to be on track.
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But we started to get the sense that the ladder might actually be holding us back.
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The obvious next step wasn't always the most appealing, and we were both excited about exploring opportunities that weren't necessarily based on what we'd done before.
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It wasn't what we'd anticipated, but our careers had started to look and feel much more like this.
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Squiggly. HT: A squiggly career is both full of uncertainty and full of possibility.
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Change is happening all of the time.
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Some of it is in our control, and some of it's not.
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Success isn't one-size-fits-all.
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Our squiggles are as individual as we are.
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And for me, that's meant a career where I've moved from working on foldable credit cards in one company -- they didn't catch on -- to building and launching a loyalty app for another.
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And that one is still going.
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SE: And I've moved from making magazines to working on food waste, from a five- to a four-day week so I could spend more time on personal projects and volunteering.
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I've already had more jobs and worked in more organizations than my dad, and he's been working for twice as long as I have.
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And I'm the rule, not the exception.
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HT: When we started to share the idea of squiggly careers with people, we were surprised by how much it stuck.
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It seemed to give people something that perhaps they didn't even know that they needed, a way of describing both their experiences and their aspirations.
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Someone even told us that they took our book, which has a big squiggle on the front of it, into a job interview, as a way of describing their career so far.
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But we underestimated one big problem: the legacy of the ladder is all around us.
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It's in the companies that we work in and the conversations that we have.
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It sounds like being asked in a job interview, "Where do you see yourself in five years' time?" It's the uncomfortable question of how we reward and motivate people who do a great job but don't want to be promoted.
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And it's the unfairness of our learning being unlocked by the level that we reach in an organization.
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SE: Career ladders were created as a way to manage and motivate a whole new generation of workers -- in the early 1900s.
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And that world of conformity and control from over 100 years ago is unrecognizable today, especially when we consider only six percent of people in the UK now work nine-to-five.
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We can all expect to have five different types of career.
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And the World Economic Forum estimates that 50 percent of the skills that we have right now won't be relevant by 2025.
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HT: Ladders are limiting.
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They limit learning and they limit opportunity, and if organizations don't lose the ladder, they will lose their people, the people that are always adapting, that never stop learning and who are open to the opportunities that come their way.
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2020 disrupted the way that all of us work, and none of us know what will happen next.
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But one thing we can be confident about is that the ladder is a redundant concept of careers.
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SE: Losing the ladder starts with redefining our relationship with learning at work.
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We all now have the chance to curate our own curriculums, and we can be really creative about what that looks like, whether it's the TED Talks that you're watching, the books and blogs you're reading, the podcasts you're listening to.
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Your learning is personal to you.
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And the good news is, your development is no longer dependent on other people.
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HT: Our learning can't be limited by the level we reach in an organization or only available to the fortunate few.
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It's not the responsibility of a single department, and it doesn't just happen when you go on a course.
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No one has a monopoly on wisdom.
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In squiggly careers, everybody is a learner, and everybody is a teacher.
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We've been inspired by MVF, a global technology and marketing company who've introduced a program called "Connected Learning." They blind-match their employees so that people can learn from each other without barriers like what job they do or who they know getting in the way.
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Their CEO, Michael Teixeira, told us, "Everybody is in charge of their own learning here.
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We all learn from each other and with each other, and we're much better off as a result." SE: In squiggly careers, we need to change our perspective on progression.
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The problem with career ladders is that they only go in one direction, and you can only take one step at a time.
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If progression purely means promotion, we miss out on so many of the opportunities that are all around us.
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We need to stop asking only, "What job comes next?" and start asking, "What career possibilities am I curious about?" HT: Exploring our career possibilities increases our resilience.
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It gives us more options, and you create more connections.
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We see how we can use our strengths in new ways and spot the skills that might be useful for our future.
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We can all start exploring our career possibilities.
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It might be an ambitious possibility that you don't feel ready for yet.
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Or perhaps it's a pivot that feels interesting, but just that bit out of reach.
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Or maybe it's a dream that you've discounted.
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The most important thing is that you give yourself the permission to explore.
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SE: And this is not a one-way street.
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We need support from the people that we work for and the organizations that we work in.
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And we've seen how this can work in practice at a food manufacturer called Cook.
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They have something called the "Dream Academy." And in this academy, their colleagues can explore any career that they're intrigued by, in or out of the organization, and even rediscover abandoned ambitions.
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It could be to try stand-up comedy, to write their first children's book, to move from marketing to finance, become the CEO.
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Nothing is off the table.
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One employee said, "The Dream Academy didn't open doors for me.
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It helped me to have the confidence to open them for myself." In career ladders, our identity can become about the titles that we've held, rather than the talents that we have.
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Everyone is talented, and we can use those talents in many ways.
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We don't need to constrain our careers.
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In the words of my favorite band, Fleetwood Mac, "You can go your own way." HT: One of the things that sticks with me from my time at Microsoft is that I'd go into the office, and I'd see a sign that said, "Come as you are and do what you love." And this was more than just words on a wall.
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As a non-techie with a podcast on the side, I certainly brought something different to the organization.
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But my uniqueness was embraced, and there was no pressure to fit a perfect mold.
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I felt like I could be open about what I wanted to do and where I wanted to go, even if that was different to everybody else.
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In squiggly careers, there is room for everybody to succeed.
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And no two squiggles are the same.
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The ladder has been holding us back for far too long.
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But it's not easy to change something that's been around for over 100 years.
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What we need now is more than a radical rethink.
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We need a radical redo, and change comes from action.
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SE: Together, we have an ambition to make careers better for everyone.
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And we've seen just what's possible when people let go of the ladder.
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We see people who define their own success and take control of their careers.
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And we see organizations who benefit from adaptable employees who are curious, confident and continually learning.
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HT: We want to ask you to become an advocate for squiggly careers.
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You might be a manager who could help somebody to explore their career possibilities.
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Or maybe you’re a mentor and you can give someone the confidence to see how they can use their talents in new ways.
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And now that we're all teachers, let's share what we know so that everybody can succeed.
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SE: It's finally time for us all to step off the ladder and into the squiggle.
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为什么要通过这个视频练习口语？
在现在这个快速变化的职场环境中，学习如何有效沟通变得愈发重要。观看TED视频《Sarah Ellis和Helen Tupper：最佳职业道路不一定是一条直线》，不仅提供了职业发展的新视角，还能提升你的英语口语能力。通过跟随视频中的对话练习，你可以学习如何表达复杂的思想，以及如何在多样化的职业道路中自信地发声。这种真实的交流场景将为你在面试或工作环境中的表现打下坚实的基础，尤其是在雅思口语练习中，能够帮助你提高英语发音技巧和流利度。
语法及表达分析
在视频中，Sarah和Helen使用了几个关键的语法结构，值得注意：
- 现在完成时：如“我们已经有过更多的工作经历”，这种时态用于描述与现在相关的过去经验，有助于展示个人历史。
- 条件句：如“如果不放弃梯子，组织将失去他们的人”，这种句式可以帮助你表达假设和结果，增加说话的灵活性。
- 反义疑问句：例如“我们都能期待拥有五种不同类型的职业，不是吗？”这种结构增加了对话的互动性，让听众更容易参与讨论。
常见发音陷阱
在视频中，某些词汇和口音可能会让学习者感到挑战：
- “career”：这个词的发音可能会困扰初学者，应该注意重音在第二个音节上。
- “motivate” ：发音时注意“o”和“i”的母音结合，确保流利表达。
- “unfairness”：这里的“un”需要轻音，建议多练习以适应自然口音的节奏。
了解这些发音的陷阱并加以练习，能够帮助你在观看视频时更好地模仿说话风格，积极参与“看YouTube学英语”的活动，进一步提高你的英语发音和口语能力。
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。