跟读练习: Thinking Beyond Sheryl Sandberg's Lean In, with Jody Greenstone Miller | Big Think - 通过YouTube学习英语口语
C1
Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
110 句
如果句子过短或过长，请点击 Edit 进行调整。
1
Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
2
whether it's confidence or it's being bossy or it is being perceived as somehow less friendly or desirable if you are successful,
3
are all fine.
4
These are not new ideas.
5
These are ideas that have been around since Matina Horner,
6
40 years ago, wrote her famous Fear of Success study where she showed
7
that women were afraid of what success would do to them.
8
And she did a fantastic research project where she asked women from very elite colleges
9
and men from elite colleges to answer a prompt.
10
And the prompt was, Jane finds herself at the top of her medical school class.
11
And for men it was,
12
John finds himself at the top of his medical school class.
13
And the men would write about John's wonderful success and how he would prosper and have a wonderful family and wife.
14
And the women would write things like,
15
Jane will be torn limb from limb,
16
she will be miserable for the rest of her life,
17
she's never going to be happy.
18
And based on this, Martina Horner said,
19
women have an internal block that prevents them from being successful because they're afraid of its impact.
20
Now, this was 40 years ago.
21
So what we're hearing today from people like Cheryl is very much the same,
22
that there are these internal things,
23
there are societal perceptions, and that those are the real hurdles to women becoming true leaders globally,
24
and leaders whether it's politics,
25
whether it's nonprofits or whether it's corporate America.
26
And I don't think there's anything necessarily wrong with that.
27
And some of these I think are in fact real issues,
28
but I don't think that's the real problem.
29
I think the real problem is the way institutions are structured and the paths to leadership today,
30
which require one kind of person to be successful.
31
And that kind of person is the kind of person who makes the judgment that working and working
32
at very intense ways that require sacrifices across many other elements of an individual's life
33
is the way you will achieve success and they're willing to make that choice.
34
And there's nothing wrong with that.
35
The problem is many people,
36
many of them are women,
37
but many of them increasingly are millennial men,
38
don't always want to exercise their talents in a way that it means sacrificing so much of the rest of their life.
39
And so if we really want to tackle why there aren't more women in leadership
40
and why maybe you will want different kinds of leaders,
41
what I call a diversity of leadership that really is about a diversity of values,
42
not just diversity of gender or race,
43
you need to create alternative paths to leadership.
44
And what that really means is what is the problem?
45
If it's not leaning in,
46
if it's not confidence, what's stopping women?
47
I believe it's the fact that most jobs today at the very senior levels require an inordinate amount of time.
48
It's not a mystery.
49
It's not rocket science.
50
It's that jobs today are structured to require people to work 80,
51
90, 100 hours a week in order to achieve success in the organization.
52
To me, that is both short-sighted on behalf of organizations,
53
because I don't think they're are getting the best of people and they're limiting their talent pool,
54
and obviously individuals who may desire to exercise their talents,
55
if they're lucky enough to have them,
56
to rise to the top in a way that they can do it with still allowing for other things in their life.
57
I think you've got to re-examine how organizations are structured and rethink time.
58
So when we think about time,
59
the fact that people are working five days a week,
60
eight, ten hours a day is actually relatively arbitrary.
61
It's a holdover from the period of time when we were a farming culture.
62
And you have to ask yourself, why does that matter?
63
What matters is the amount of time we need to get a particular piece of work done
64
and how we are going to apply talent against that.
65
It's not as though there is a magic to working five days a week or six days a week,
66
eight hours a day or ten hours a day.
67
That's just what we're used to.
68
This is not rocket science.
69
It's not curing cancer.
70
It's something that every individual manager and every company has the power to change.
71
And the reason you want to change it,
72
you want to think about changing it,
73
is that you can expand your talent pool.
74
There are a lot of people on the sidelines who have enormous talent,
75
but they want to work differently.
76
They want to work three months a year,
77
not 12 months a year.
78
They want to work four days a week,
79
not five days a week.
80
They want to work six hours a day,
81
not 10 hours a day.
82
There are all kinds of reasons that people have different time commitments that will work for them.
83
And companies today are not flexible enough to understand how to accommodate
84
and manage so that you can take advantage of this talent pool.
85
And if you open your aperture to think about time differently,
86
then you will find enormous resources available to you that were not available to you right now.
87
So you absolutely will have greater communication cost,
88
greater teamwork cost, but you will have such a loyal and productive talent pool inside of your company,
89
that those costs, I think, are more than offset.
90
And our experience has been that people who work 25 hours a week are the most efficient,
91
the most focused.
92
They know they have time to do whatever else they need to do in their life when they're not working.
93
So when they work, they really work.
94
If you hire somebody 40,
95
50, 60 hours a week,
96
the rest of their life doesn't go away.
97
It just gets squeezed in.
98
And so productivity is impacted.
99
And I think you find that it affects both satisfaction because people always feel stretched and ultimately productivity.
100
And so I feel from our experience
101
that the folks who are working less than 40 hours a week are as productive
102
and maybe more productive than the people who work more.
103
Again, it's not right or wrong,
104
but it's an ability to have a culture where not everybody has made the decision
105
that I'm gonna put my head down
106
and only focus on my work to the exclusion of other things in my life
107
because I want to excel and I want to be a leader,
108
you will be bringing in people who have made different choices
109
but may have just as much talent and just as much ambition actually and just as much drive,
110
they just want to do it in the smaller chunks.
下载应用
AI 为你说出的每个句子打分
TRENDING
热门
为什么要通过这个视频练习口语？
通过观看这段关于女性领导力的讨论视频，学习者能够在上下文中理解并练习如何表达看法和观点。此类对话通常涉及复杂的主题和情感，这使得它们成为练习英语口语的理想选择。利用英语影子跟读的方法，学习者不仅能提升流利度，还能在反复模仿中提高自信心。这种练习尤其适合准备雅思口语练习的学生，因为他们需要在正式场合中清晰、有效地表达自己的观点。
语法和表达结构分析
该视频中，演讲者使用了一些关键的表达结构，这些可以帮助您在讨论复杂话题时变得更加自信：
- 条件句：如“如果……就……”，可用于讨论假设情况。例如：“如果我们想要不同类型的领导者，就需要创造替代的领导路径。”这种句型帮助讲者表达轻微的假设或可能性。
- 强调语气：如“我相信……”，用于表达个人信念，增强陈述的力度。
- 反义疑问句：例如“不是吗？”增加互动性并鼓励听众思考与演讲者相同的观点。
- 抽象名词：使用如“领导力”、“障碍”等词，增强表达的专业性和准确性，让您的论点更具权威性。
常见发音陷阱
在这段视频中，演讲者的某些用词可能会对学习者造成发音困难。例如：“internal block” 和 “success” 这样的词可能因为其音节结构而导致误读。此外，注意演讲者的重音和语调，尤其是在表达情感时。在学习过程中，尝试使用看YouTube学英语的方式，通过反复模仿来纠正自己的发音。学习这些精细的发音差异会帮助您在真实对话中更具亲和力。
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。