跟读练习: What Makes a Great Leader? - 通过视频学习英语口语
选择练习模式
每种模式都会打开全屏练习室。
86 句
如果句子过短或过长，请点击 Edit 进行调整。
1
We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,
2
is they don't have the kind of leadership they need.
3
If you came to the Harvard Business School 100 years ago,
4
great leadership was really about setting direction and making sure that people went in that direction.
5
How do you come up with strategy?
6
When I came almost 40 years ago, we moved a bit from strategy to really vision.
7
So people like John Cotter and Warren Bennis helped us understand
8
that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
9
What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?
10
Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
11
You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?
12
Instead, leading innovation is about getting people to co-create that future with you.
13
And co-creation requires a different kind of leadership.
14
If you want to lead an organization and build an organization that can innovate at scale with speed,
15
really leaders have three functions they have to fulfill.
16
The ABCs of leadership.
17
A, you must be an architect.
18
B, you must be a bridger.
19
And C, you must be a catalyst.
20
The first role is the role of architect.
21
building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
22
Innovative work is not about an individual having an aha moment.
23
It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
24
again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
25
The idea here is that everyone in your organization has a slice of genius.
26
Everyone has talents.
27
Everyone has passions.
28
Your role as a leader is to unleash the diverse slices of genius in your organization
29
and then leverage and harness them for the collective good.
30
How do you get everyone in the organization to understand
31
that they need to work on not just what they should be doing, but what they could be doing?
32
The second is B or Bridger.
33
We have to go outside the organization to get access to talent and tools.
34
You need to be able to bridge because you do not have the talent
35
and tools you need inside your organization to innovate at speed.
36
Or at scale, just don't.
37
Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.
38
And that means trying to innovate across boundaries.
39
So we see many organizations building out new units
40
or asking leaders to lead units in
41
which they really are serving as the bridge between the outside of the organization and the inside.
42
We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
43
that they need to partner with other digital first companies to get access to the cloud.
44
Because other organizations might be better at it than they are better at it
45
and they need to focus on other things that are their core capabilities.
46
And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
47
And there can be a couple of reasons for why you want to do that.
48
One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
49
to be able to innovate, because they've got to create something that you need to fulfill your purpose.
50
The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.
51
It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.
52
So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
53
An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,
54
have more cybersecurity, that helps you as well.
55
So that's an instance of being a catalyst.
56
But when you're actually doing the act of working across, that is where you're being a bridger.
57
So these three roles are very interconnected.
58
We've been studying the leader who runs the trials for Pfizer.
59
Turns out that Pfizer can only innovate
60
and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
61
And so we have leaders there who are working across with vendors
62
and turning those vendors into partners where in fact we have a real connection.
63
We do trust each other.
64
We do know how to influence each other.
65
We are willing to make mutual commitments because only when we have
66
that deep connection are we willing to do the hard work
67
together necessary to actually do something like run those trials in 266 days and make the impossible possible.
68
Now what you see, again the catalyst role of
69
that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
70
and think about what are some new standards we want to set
71
and talk with the regulators about now that we know what's possible.
72
allow us to bring hope to patients even faster
73
if we work across the industry to raise all of our capacity to do more innovative work.
74
So what we see is organizations have to go outside to get what they need.
75
What they're really all about is learning how to exercise influence when you don't have formal authority.
76
We've got to let go of formal authority as our source of influence and power.
77
Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
78
connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
79
Don't rely so much on your formal authority as a way of influencing people.
80
It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
81
but you're not building their commitment.
82
And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
83
particularly a breakthrough kind of innovation.
84
You don't use formal authority as a way to get things done because you cannot tell people to innovate.
85
You can only invite them.
86
It is a voluntary act.
同频道
B21
How to Find a Mentor Who Can Accelerate Your Career | Christine vs. Work
Business EnglishInterview EnglishUniversity Students
C12
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C17
Turn Anxiety into Action
Business EnglishWorking Adults
C13
How AI Is Changing Strategy—and 4 Skills Leaders Need Next
Daily ConversationUniversity StudentsWorking Adults
C14
A Plan Is Not a Strategy
Business EnglishUniversity StudentsWorking Adults
B2Stand Out in a Job Interview | The Harvard Business Review Guide
Business EnglishInterview EnglishUniversity Students
C15
How to Be Creative on Demand
Business EnglishUniversity StudentsWorking Adults
C15
Commander's Intent Enables Great Leadership
Business EnglishWorking Adults
C11
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
C13
The Five Competitive Forces That Shape Strategy
Business EnglishUniversity StudentsWorking Adults
B22
How to Get Good at Small Talk, and Even Enjoy It
Business EnglishDaily ConversationUniversity Students
C14
Can Work Make You Happy? Should It?
Business EnglishUniversity StudentsWorking Adults
C13
Use Strategic Thinking to Create the Life You Want
Business EnglishUniversity StudentsWorking Adults
C16
A Smarter Way to Delegate: What to Keep vs. What to Hand Off
Business EnglishWorking Adults
C13
Identity Crisis: Why Defining Yourself by Your Career Is a Problem
Business EnglishUniversity StudentsWorking Adults
C13
If Your Team Never Fails, It Isn’t Learning
Business EnglishUniversity StudentsWorking Adults
C135
You Need to Be Bored. Here's Why.
Business EnglishUniversity StudentsWorking Adults
FOR YOU
推荐视频
C13
260 句
【TED】優れたリーダーはどうやって行動を促すか/サイモン・シネック （日本語字幕）
Business EnglishDaily ConversationUniversity Students
C113
20 句
Alexandr Wang on what matters in an age of abundant intelligence
Daily ConversationUniversity StudentsWorking Adults
C15
90 句
If you’re an aspiring product designer, watch this (roadmap included)
Daily ConversationUniversity StudentsWorking Adults
C11
346 句
Trust the Process: How to Design Teams That Actually Work
Daily ConversationUniversity StudentsWorking Adults
C12
194 句
How To Actually Get Good At Hard Things | Napoleon's Learning Strategy
Daily ConversationUniversity StudentsWorking Adults
C113
20 句
Characteristics of a Data and Analytics Leader
Business EnglishUniversity StudentsWorking Adults
B222
40 句
Zuckerberg tells Harvard grads: Don't be afraid to make mistakes
Business EnglishDaily ConversationUniversity Students
B25
42 句
Derek Sivers' TED Talk 'How to Start a Movement'
Daily ConversationUniversity StudentsWorking Adults
C11
48 句
It's Hard To Be Human
Daily ConversationWorking Adults
B2411
15 句
The Definition of Leadership: It's a Skill, Not a Title | Simon Sinek
Daily ConversationWorking Adults
本课的词汇与口语要点
这节口语课以视频“What Makes a Great Leader?”为素材。 视频中反复出现的词有：organization, innovate, leader, formal, authority。 这段视频共有 62 个句子、1176 个单词可供跟读。 讲话部分时长为 6:17。 说话人语速较快，每分钟约 187 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，词汇容易理解。
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 |
|---|---|---|
| formal 形容词 | /ˈfɔɹməl/ | 正式 |
| commitment 名词 | /kəˈmɪtmənt/ | 承諾 /承诺 |
| innovation 名词 | /ˌɪn.əˈveɪ.ʃən/ | 革新, 創新 /创新 |
| mutual 形容词 | /ˈmjuːt͡ʃuəl/ | 相互 |
| diverse 形容词 | /daɪˈvɜːs/ | 多種多樣的 /多种多样的, 多種的 /多种的 |
| catalyst 名词 | /ˈkæt.ɪ.lɪst/ | 觸媒 /触媒, 催化劑 /催化剂 |
| genius 名词 | /ˈd͡ʒin.jəs/ | 人才, 天才 |
| vendor 名词 | /ˈvɛn.dɚ/ | 賣主 /卖主, 賣家 /卖家 |
| ecosystem 名词 | /ˈikoʊˌsɪstəm/ | 生態系 /生态系, 生態系統 /生态系统 |
| experiment 名词 | /ɪkˈspɛɹ.ə.mənt/ | 實驗 /实验 |
| architect 名词 | /ˈɑɹ.kɪˌtɛkt/ | 締造者 /缔造者, 創造者 /创造者 |
| slice 名词 | /slaɪs/ | 片 |
| ambition 名词 | /æmˈbɪʃ.ən/ | 奢望, 抱負 /抱负 |
| fulfill 动词 | /fʊlˈfɪl/ | 履行 |
| collaborate 动词 | /kəˈlæb.ə.ɹeɪt/ | 合作, 協作 /协作 |
视频中出现的短语动词
| 单词 | 释义 |
|---|---|
| come up with 动词 | 想出, 提出 |
| figure out 动词 | 弄清楚 |
| go back 动词 | 回去, 返回 |
| put together 动词 | 拼合, 組合 /组合 |
| turn out 动词 | 原來 /原来 |
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 |
|---|---|
| 现在完成进行时 have/has been + -ing — 以前开始、现在仍在继续的动作 | We've been studying |
| 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 | I've come · has become |
需要注意的发音
说话人用了 21 次缩略和弱读形式，例如 you're, don't, we've。请按听到的简短形式来说。
- “sh” 和 “zh” 音: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- 长单词——注意重音位置: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
中文母语者容易读错的音：
- /v/ — 不要读成 /w/，上齿轻触下唇: innovation /ˌɪn.əˈveɪ.ʃən/, diverse /daɪˈvɜːs/, vendor /ˈvɛn.dɚ/, collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/
- 词尾辅音 — 要读清楚，后面不要加元音: commitment /kəˈmɪtmənt/, diverse /daɪˈvɜːs/, catalyst /ˈkæt.ɪ.lɪst/, genius /ˈd͡ʒin.jəs/, experiment /ɪkˈspɛɹ.ə.mənt/
- /r/ 和 /l/ 的区别: formal /ˈfɔɹməl/, collaborate /kəˈlæb.ə.ɹeɪt/, rely /ɹɪˈlaɪ/, collaboration /kəˌlæbəˈɹeɪʃən/, voluntary /ˈvɑ.lənˌt(ɛ)ɹi/
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 formal, commitment, innovation 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。