跟读练习: The leadership mistake high performers make | Carla Harris - 通过视频学习英语口语
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As a senior leader, one of the most important things that you must stop doing is taking full responsibility for the execution.
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Now, this might be a tough one.
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Certainly, as a senior leader who loves execution, it was hard for me to relinquish the execution of the project.
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You cannot be the person that creates a vision, sells the vision, gives the team some guidance on how to execute,
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anticipate resources, anticipate other internal and external people that you need to collaborate with if you are mired down in the execution.
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It is important for you to understand when you should execute and when you should delegate.
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This is a very important distinction, especially for new managers who have been extraordinary individual contributors.
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You have to intentionally pull yourself from the execution.
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You can show someone how to do something once or twice
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but because it is your strong suit it will be easy for you to slide back into executing.
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So you have to have a level of awareness and intentionality where you say oh no no,
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no, no, I cannot do it.
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I have to depend on this person to do it.
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Also, if you're focused on developing your people, you must have them execute.
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And your job is to give them room to execute in whatever way might work for them.
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You have to make sure that you're not pushing your methodology
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or the way that you got it done when you were in their seats.
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While you must be clear on the objective, you must give them room on the how.
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And you might find that they're more innovative, they're more efficient, and they might even have a different outcome
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and a better outcome than you were expecting as a senior leader.
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And here's another thing that you might consider as a senior leader.
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Trust is really important.
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And if your people don't believe that you trust them to deliver, they over time will begin not to trust you.
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Articulating a measure of trust and belief in someone will also encourage them to try even harder.
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Say to them, I am going to let you all execute,
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but I am going to count on you and trust you to tell me when you need help.
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Even if you have a person that's coming to you asking question after question for every little detail.
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Now, again, as a manager, you have to step back and say, come on, you're pretty smart.
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That's why you're on my team.
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I have to let you do your best to kind of figure it out.
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And if you get it wrong, we're going to figure it out together.
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But I need you to try on your own because I know you can do it.
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Thank you.
背景与上下文
在《高绩效者的领导错误》这一视频中，卡拉·哈里斯探讨了高层领导在执行项目时常犯的错误。作为一名资深领导者，她强调了放弃对执行的完全负责的重要性。很多新任经理，尤其是那些在个人贡献方面表现卓越的员工，可能会发现很难放手，让团队成员独立完成任务。这段对话为如何在领导角色中有效授权提供了深刻的见解，非常适合那些希望提升英语口语能力的学习者，特别是在日常沟通与职场对话中。
日常沟通中的五个关键短语
- 我必须信任你们去执行。 - 表达对下属能力的信任。
- 我不能做到这一点。 - 清晰地表明自己不会亲自处理某项任务。
- 请告诉我什么时候需要帮助。 - 鼓励团队成员在遇到困难时寻求支持。
- 我需要你们自己尝试。 - 激励团队独立思考和行动。
- 给你们执行的空间。 - 确保团队有自由度去采取不同的方法。
逐步跟读指南
学习如何有效地使用这些短语可以通过 shadowspeak 和 shadowing site 的方式进行。以下是一些步骤，帮助你在观看视频时更好地理解并练习说英语：
- 首先，选择并播放视频，启动时注意听力和理解。
- 在观看时，暂停视频并跟读卡拉·哈里斯所说的每一句话，注意语调和发音。
- 用英语口语练习的方式，试着模仿她的讲话风格，可以选择特定的短语进行重复练习。
- 记录自己跟读的声音，与视频原声对比，找出需要改进的地方。
- 最后，反复练习这些短语，直到你可以自如地在对话中使用为止。
通过这种方式，学习者不仅能提升自己的英语口语能力，还能够在看YouTube学英语的过程中，掌握更有效的沟通技巧，尤其是在雅思口语练习中，将大大提升自信心和表达能力。
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。