跟读练习: Why Middle Management is the Hardest Job | Simon Sinek - 通过视频学习英语口语

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Middle management is the hardest job in any organization.

Because when you're junior, your only job is really to do your job.

That's it.

And you get trained how to do your job.

I mean, you all have to be licensed and go to school

and learn how to do the job of being an accountant.

And if you're really good at it, you eventually get promoted.

And you eventually get promoted to a position where you're now responsible for the people who do the job

you used to do but the problem is they don't give us any training how to do that.

And senior people are thinking about entirely different things.

They're thinking about the firm, thinking about strategy.

And the problem is

that you have this middle group that's in this sort of weird mix where they have to be strategic

but not majority strategic.

And they have to be tactical but they're not majority tactical.

And they have to translate what's going up here to down there and down here to up here.

And most things break in the middle because I'll meet firms where the leadership's amazing, and they're visionary, and they care about people,

and they want to do the right thing, and then I go down to the front line, and they're like, yeah, this place is the worst.

And so I'm like, what happened between here and there?

And it's the middle.

Most things break in the middle.

And so I think there are two factors.

One is we don't train people how to lead, right?

So as I said before, when we're junior, we have to know what to do we just do our jobs,

we have to be good at it, and as we become leaders in this middle management, we're now transitioning to this job,

we're now responsible for the people who do the job we used to do, but nobody is teaching us listening, nobody is teaching us communication skills,

nobody is teaching us effective confrontation, nobody is teaching us how to give and receive feedback, nobody is actually teaching us leadership.

So this is why we get managers and not leaders,

and you would never ask somebody to do anything in accounting without showing them how to do it, ever.

bad idea, right?

So why on earth do we think

that we can just promote someone to a leadership position

and expect that they know what to do without showing them how to do it?

So that's problem number one, is the total vacuum in some cases,

or just really minimal amounts of leadership training.

And it needs to be robust.

The other problem that I come across very often is I get some really wonderful self -taught leaders in middle management.

They're reading books.

They're going to conferences themselves.

They're watching TED Talks.

I mean, they're students of leadership.

They have mentors.

I mean, they're really making a go of it.

And they complain that the senior management, all they care about is the quarterly earnings.

And so the problem we have there is they're trying so hard to do the right thing, but management really doesn't care.

So that's the opposite, right?

And in those cases, I generally recommend that the right thing to do, I mean, quitting is always an option,

but that's not necessarily the best option or the first option.

But I always recommend to be the leader you wish you had, which is, I get the question, it is one of the,

if not the most common question I get, which is, what do I do when I'm trying to do the right thing

and my boss or my boss's boss or my boss's boss's boss just don't get it, you know?

All they care about is money before people.

And the answer is you can't control what you can't control,

so worry about the people around you worry about the people to the sides of you, a level below you, even a level above you,

and you be the leader you wish you had.

And what you start to find in those pockets is these magical little diamonds in the rough appear.

We worked with a large technology company, and we worked with a group where that's exactly what we did.

We developed this whole leadership thing just for this little group in the middle.

And yes, they started to do better, and their numbers went better, and the group expanded, and blah,

blah, blah, all the things you'd expect to happen.

But one thing we didn't expect is that the phone started ringing off the hook from other people in the firm asking,

can I get a job in your group?

Because when the people who worked in this group would go out for lunch with their friends who worked in other groups,

you know, how's work today?

Amazing.

Different stories, right?

Different stories.

And all of a sudden, word spread across this 80 ,000 -person company.

And this was only a group of 150 people.

Word spread across this 80 ,000 -person company

that everybody was trying to get into this group just because they wanted to work in it, because you had good leadership.

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本课的词汇与口语要点

这节口语课以视频“Why Middle Management is the Hardest Job”为素材。视频中反复出现的词有：middle, leadership, teaching, nobody, leader。这段视频共有 71 个句子、872 个单词可供跟读。讲话部分时长为 4:21。说话人语速较快，每分钟约 201 个词，会出现较多连读和弱读。 92% 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
strategic 形容词	/stɹəˈti.dʒɪk/	戰略的 /战略的
necessarily 副词	/ˌnɛs.əˈsɛɹ.ə.li/	必然地, 必定地
pocket 名词	/ˈpɑ.kɪt/	口袋, 荷包
transition 名词	/tɹænˈzɪʃ.ən/	過渡 /过渡, 轉變 /转变
diamond 名词	/ˈdaɪ.ə.mənd/	璇石, 鑽石 /钻石
skill 名词	/skɪl/	技巧, 技能
sudden 形容词	/ˈsʌd.ən/	突然, 急劇 /急剧
hook 名词	/hʊk/	鉤 /钩, 鉤子 /钩子
expand 动词	/ɪkˈspænd/	擴展 /扩展, 擴張 /扩张
feedback 名词	/ˈfiːdˌbæk/	反饋 /反馈, 反應 /反应
earnings 名词		收益, 收入
complain 动词	/kəmˈpleɪn/	抱怨, 發牢騷 /发牢骚
vacuum 名词	/ˈvæ.kjuːm/	真空
quarterly 形容词		每季的
mentor 名词	/ˈmɛn.tɔː/	指導者 /指导者, 導師 /导师

视频中出现的短语动词

单词	释义
go up 动词	上昇 /上升, 上去

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
“used to” used to + 动词 — 过去的习惯或状态，现在已不再如此	used to do
定语从句 who / which + 从句 — 补充说明人或事物	people who do · had, which is · get, which is

需要注意的发音

说话人用了 27 次缩略和弱读形式，例如 they're, don't, we're。请按听到的简短形式来说。

“sh” 和 “zh” 音: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
长单词——注意重音位置: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/

中文母语者容易读错的音：

/v/ — 不要读成 /w/，上齿轻触下唇: vacuum /ˈvæ.kjuːm/, visionary /ˈvɪʒəˌnɛɹi/
词尾辅音 — 要读清楚，后面不要加元音: strategic /stɹəˈti.dʒɪk/, pocket /ˈpɑ.kɪt/, diamond /ˈdaɪ.ə.mənd/, hook /hʊk/, expand /ɪkˈspænd/
/r/ 和 /l/ 的区别: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, translate /tɹænzˈleɪt/

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 strategic, necessarily, pocket 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。

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本课的词汇与口语要点

视频中的重点词汇

视频中出现的短语动词

视频中的语法

需要注意的发音

如何用这段视频练习

什么是跟读法？