新井 大貴 | Taiki Arai
ビジネス英語をストーリー形式で扱っています。
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#98. 耳英語11 : トラブル対応で使える英語フレーズ
無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: What are Mr. Takahashi's two complaints?高橋さんの2つの不満は何ですか?A1: The promised onboarding training was never held, and the assessment data shows up late in the system.約束された導入研修が実施されておらず、診断データの反映が遅れていることです。 Q2: What does Ao offer to make up for the two months?アオは2ヶ月分の埋め合わせとして何を提案していますか?A2: Extending the contract by two months at no charge.契約を2ヶ月間、無償で延長することです。 ■単語・フレーズの解説1. make it right（事態を正す、埋め合わせる）Iwasaki: ...we're here to make this right.（私たちは、この状況を正すために来ました。）「間違い・問題を正しい状態に戻す、埋め合わせをする」定番表現。トラブルやミスの後に「きちんと対応します」と誠意を示すときに使う。 2. that's on us（それは私たちの責任だ、こちらの落ち度だ）Ao: ...that's on us, not on you.（それはこちらの責任で、あなたのせいではありません。）be on someone で「〜の責任・落ち度である」。that's on us（我々の責任）／that's on me（私の責任）のように使う。責任の所在を率直に認める口語表現。 3. take responsibility for 〜（〜の責任を負う）Ao: I take full responsibility for picking this up now.（今この件を引き受ける責任を、私が全面的に負います。）「〜の責任を取る・引き受ける」定番表現。take full responsibility で「全面的に責任を負う」と強調。ep3で出た take ownership（当事者意識を持つ）とも近い、責任を引き受ける姿勢の表現。 4. lay out（（計画などを）詳しく説明する、提示する）Ao: So let me lay out exactly what we'll do.（では、私たちが何をするかを正確にご説明します。）「（計画・手順を）順序立てて示す・提示する」句動詞。lay out a plan（計画を提示する）のように使う。 5. fall through the cracks（見落とされる、抜け落ちる）Iwasaki: ...so nothing falls through the cracks again.（二度と何も見落とされないように。）「（管理の隙間から）抜け落ちる・見過ごされる」イディオム。crack（ひび割れ・隙間）から物が落ちる比喩。タスクや連絡が「誰の手もつかず抜け落ちる」状況を表す。まさに今回の引き継ぎ漏れを指す表現で、再発防止を語る場面にぴったり。 ■構文解説It's the least we can do.（せめてものことです／それくらいはさせてください）Ao: I'd like to propose extending your contract by two months at no charge. It's the least we can do.（契約を2ヶ月無償で延長させてください。せめてものお詫びです。）the least someone can do は直訳すると「〜ができる最小限のこと」。そこから「せめてこれくらいはさせてほしい」という、謝罪・お詫び・厚意の場面で使う定番表現になる。ポイントは、「大したことはできないが、せめてこれだけは」という謙虚さ・誠意を込められること。例文：After all the trouble we caused you, a full refund is the least we can do.（これだけご迷惑をおかけしたのですから、全額返金はせめてものお詫びです。）You drove me all the way home — the least I can do is buy you a coffee.（家まで送ってくれたんだから、コーヒーくらいおごらせてよ。）補足：本文の "what I need is action, not just an apology"（必要なのは謝罪でなく行動だ）も、高橋さんの本音を突いた強い一文。what I need is 〜（私が必要なのは〜だ）は、要求を明確に伝える強調構文で、覚えておくと交渉で使える。 ■スクリプトTakahashi: Let's get straight to it. I'll be honest with you — we're quite frustrated with how things have gone. Iwasaki: We completely understand, Mr. Takahashi. Ao is now your main contact, and we're here to make this right. Ao, please. Ao: Mr. Takahashi, I'm truly sorry for the trouble you've experienced. I've reviewed everything, but before we discuss solutions, I'd like to make sure I understand your concerns correctly. May I? Takahashi: Go ahead. First, we were promised an onboarding training session for our HR team when we signed. That was two months ago, and it still hasn't happened. On top of that, the assessment data for our new hires is showing up late in the system. We're paying for a service we can't fully use. Ao: You're absolutely right to be upset, and I won't make excuses. During the handover, these commitments weren't passed on properly, and that's on us, not on you. I take full responsibility for picking this up now. Takahashi: I appreciate you saying that. But honestly, what I need is action, not just an apology. Ao: Understood. So let me lay out exactly what we'll do. First, the training. I'll schedule a full onboarding session for your HR team within the next week, and I'll run it myself. Second, the data delay. Our technical team has already identified the cause, and it will be fixed by this Friday. I'll confirm it with you personally once it's resolved. Takahashi: That's more concrete. And how do I know this won't happen again? Iwasaki: That's a fair question. From now on, Ao will send you a short status update every two weeks, so nothing falls through the cracks again. You'll always know where things stand. Takahashi: Alright. That does reassure me somewhat. Ao: And to make up for the two months you couldn't fully use the service, I'd like to propose extending your contract by two months at no charge. It's the least we can do. Takahashi: That's a fair gesture. I'll admit, I came in today ready to consider cancelling. But this is a much better response than I expected. Ao: I'm really glad to hear that. You gave us a chance to fix this, and I don't take that lightly. I'll make sure we earn back your trust. Takahashi: Let's start with that training session. Send me some dates. Ao: I'll send them this afternoon. Thank you for your patience, Mr. Takahashi. #耳英語 #英語学習 #英会話 #学び直し
新井大貴のひとりごとラジオ
#91. 耳英語⑩：社内での進捗報告
無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: What is the status of Ao's product knowledge assessment?アオの製品知識テストの状況はどうですか?A1: He scored 85%, just short of the 90% goal, but plans to close the gap by quarter-end.85%で目標の90%には少し届きませんでしたが、四半期末までに埋める予定です。 Q2: What advice does Mitsui give Ao about the Brightpath deal?三井はブライトパスの案件について、アオにどんなアドバイスをしていますか?A2: To show a case study of another client who cut turnover with the same feature.同じ機能で離職を減らした他社の事例を見せることです。 ■単語・フレーズの解説1. where everyone stands（各自の状況、進捗）Iwasaki: I'd like to go around and hear where everyone stands.（順番に、各自の状況を聞かせてください。）where someone stands で「〜がどういう状況・立場にいるか」。進捗や意見の位置を確認する会議の定番表現。know where you stand（自分の立ち位置が分かる）のようにも使う。 2. kick off / kick us off（始める、口火を切る）Iwasaki: Ao, why don't you kick us off?（アオ、口火を切ってくれる?）「（会議・イベントを）始める」句動詞。もとはサッカーのキックオフから。会議やプロジェクトの開始を促すときに頻出。 3. X out of Y（Y個のうちX個）Ao: I'm four out of five done.（5社中4社、完了しています。）割合・進捗を口頭で伝える定番の言い方。four out of five（5分の4）のように、分数・進捗を分かりやすく表現。会議の進捗報告で非常によく使う。 4. half the battle（成功の半分、大きな前進）Iwasaki: Knowing your gaps is half the battle.（弱点を把握しているのは、成功の半分〔＝大きな前進〕だ。）「〜できれば、もう半分は達成したようなもの」という励ましの慣用句。難題でも「その認識があれば勝ったも同然」と前向きに評価する表現。 5. seal the deal（契約を成立させる、決め手になる）Mitsui: ...it seals the deal.（それが契約成立の決め手になる。）「取引・契約をまとめる、決定づける」イディオム。商談の最後のひと押しを表す。ビジネスの成約場面で頻出。「最終的に決める」場面全般にも使える。 6. drag on（長引く、だらだら続く）Mitsui: ...one renewal is dragging on. The client keeps pushing the decision back.（契約更新が1件、長引いていて。顧客が決定を先延ばしにし続けているんだ。）drag はもともと「（重いものを）引きずる」。そこから drag on で「物事が（必要以上に）長引く・だらだる続く」というイディオム。会議・交渉・契約などがなかなか終わらず間延びしている状況に使い、「早く終わってほしいのに」というじれったさが込もる。例：The meeting dragged on for three hours.（会議が3時間もだらだら続いた。）関連表現 drag one's feet（わざとぐずぐずする）とセットで覚えると◎。 7. keep me posted（随時知らせて、経過を報告して）Iwasaki: Keep me posted.（随時、報告してね。）「最新情報を知らせ続けて」という定番表現。post には「（情報を）伝える」の意味があり、keep 人 posted で「人に情報を更新し続ける」。上司が部下に経過報告を求める場面の決まり文句。 スクリプトIwasaki: Alright, let's get started. I'd like to go around and hear where everyone stands. Ao, why don't you kick us off? Ao: Sure. On the client handover, I'm four out of five done. The last one is in progress, and I expect to wrap it up by next week. Iwasaki: Good pace. And how about the product knowledge assessment? Ao: I took it last week and scored 85%. Not quite the 90% we aimed for, but I know where my gaps are, so I'll close them before the quarter ends. Iwasaki: That's a solid start. Knowing your gaps is half the battle. What about the new proposals? Ao: Two are moving. Brightpath is reviewing an upsell for our monitoring feature. The HR director gave positive feedback, and he's checking with his team now. The second one, for another client, is still in the drafting stage. Mitsui: Brightpath, huh? I handled an upsell with a company just like them last quarter. One tip: HR directors love internal case studies. If you can show them how another client cut turnover with the same feature, it seals the deal. Ao: That's really helpful. Do we have any case studies I could use? Mitsui: We do. I'll dig one up and send it your way this afternoon. Ao: Perfect, thanks. That could be exactly what Brightpath needs to move forward. Iwasaki: Great teamwork. Mitsui, how are things on your end? Mitsui: Mostly on track. I closed two deals this month, but one renewal is dragging on. The client keeps pushing the decision back, so I'm planning to meet them face to face next week. Iwasaki: Sometimes a face-to-face is all it takes. Keep me posted. Okay, one last thing before we wrap up. Ao, once you hit that 90%, I'd like you to start shadowing some new client meetings. Sound good? Ao: Absolutely. I'll be ready. Iwasaki: Then let's leave it there. Good work, everyone. #耳英語 #英語学習 #英会話 #学び直し
新井大貴のひとりごとラジオ
#87. 耳英語⑨：アオ、初めての既存顧客との商談（続編）
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: What are Mr. Sano's two concerns about the proposal?佐野さんが提案に対して抱いている2つの懸念は何ですか?A1: That employees might feel watched, and that the extra cost is hard to justify.社員が監視されていると感じるかもしれないことと、追加コストを正当化しにくいことです。 Q2: How does Ao respond to Mr. Sano's second concern?アオは佐野さんの2つ目の懸念にどう応じていますか?A2: He compares it to the cost of replacing an employee — several months' salary — so keeping even a few people a year makes it pay for itself.社員1人の入れ替えコスト（数ヶ月分の給与）と比較し、年に数人引き留めるだけで元が取れると説明しています。 ■単語・フレーズの解説1. I'll give you that（それは認めるよ、その点はその通りだ）Sano: The idea of catching turnover early is appealing, I'll give you that.（離職を早期に捉えるアイデアは魅力的だ、その点は認めるよ。）相手の主張の一部を認めるときの口語表現。全面同意ではなく「そこは確かに」と一部を認めるニュアンス。議論・交渉で相手を立てつつ、自分の論点は保つときに使う。 2. how ... will take it（〜がそれをどう受け止めるか）Sano: My main worry is how the employees will take it.（一番の心配は、社員がそれをどう受け止めるかだ。）take は「（知らせ・状況を）受け止める・反応する」。take it well / take it badly（うまく受け止める／悪く受け取る）のように使う。相手の反応を気にする場面で頻出。 3. in the name of 〜（〜の名のもとに、〜という名目で）Sano: I don't want to hurt morale in the name of improving it.（士気を高めるという名目で、逆に士気を損ないたくない。）「〜のためと言いながら」というニュアンスでよく使う。本来の目的と逆の結果になる矛盾を指摘する表現。 4. surveillance（監視）Ao: It's a tool for support, not surveillance.（監視ではなく、支援のためのツールです。）「（組織的・継続的な）監視・見張り」を指すやや硬めの語。monitoring より強く「見張られている」感が出る。support（支援）と対比させて、提案の本質を印象づけるキーワードにしている。 5. put it in perspective（大局的に捉える、見方を整理する）Ao: Let me put it in perspective.（ちょっと視点を整理させてください。）perspective は「観点・見通し」。put it in perspective で「物事を正しい文脈・大きな視点で捉え直す」。相手が一部だけ見ているとき、全体像に引き戻す切り返しに使う。 6. pay for itself（元が取れる、投資が自ずと回収される）Ao: ...it more than pays for itself.（十分に元が取れます。）「その支出が、生む利益・節約で自然に回収される」という定番のビジネス表現。費用対効果を語るときに頻出。more than pays for itself で「元が取れるどころか、お釣りがくる」と強調。 構文解説A rather than B（BではなくむしろA）Ao: ...once you see it as an investment rather than an expense, the numbers speak for themselves.（これを経費ではなく投資として見れば、数字がそれを物語ります。）rather than は「〜よりむしろ、〜ではなく」という比較・対比の表現。2つを対比して、一方を選び取る・強調するときに使う。A rather than B：BよりむしろA（Aを選ぶ）例：I'd call it a challenge rather than a problem.（それは問題というより挑戦と呼びたい。）名詞・動詞・形容詞など、対等なもの同士を並べる。本文は名詞同士（investment ↔ expense）の対比。 スクリプトSano: Good to see you again, Ao. I've looked through your proposal. The idea of catching turnover early is appealing, I'll give you that. But I have some concerns. Ao: Of course. I'd rather hear them now than later. Please, go ahead. Sano: My main worry is how the employees will take it. If we start tracking their stress levels, won't they feel like they're being watched? I don't want to hurt morale in the name of improving it. Ao: That's a completely fair concern, and honestly, it's the first thing most of our clients ask. The key is how it's framed. The data isn't meant to monitor individuals or judge them. It's shared with the employees themselves, so they can reflect on their own condition. It's a tool for support, not surveillance. Sano: So the employees can see their own results, not just management? Ao: Exactly. Transparency is the whole point. When people see it as something that helps them, rather than something done to them, the resistance tends to disappear. Sano: That's reassuring. Still, there's the cost. We're already paying for the hiring assessment. I'm not sure I can justify adding another feature to the budget. Ao: I understand. Let me put it in perspective. How much would you say it costs to replace one employee who leaves? Recruiting, onboarding, lost productivity? Sano: When you add it all up... probably several months of their salary. Maybe more. Ao: Right. So if this feature helps you keep even two or three people a year who would otherwise have left, it more than pays for itself. It's not really an added cost. It's a way to protect the investment you've already made. Sano: That's a strong argument. I hadn't thought about it in terms of retention cost. Ao: Take your time to review it. But I'm confident that once you see it as an investment rather than an expense, the numbers speak for themselves. Sano: You've given me a lot to think about, Ao. Let me discuss this with my team, and I'll get back to you next week. Ao: That sounds great. I'll be here whenever you're ready. #耳英語 #英語学習
新井大貴のひとりごとラジオ
#83. 耳英語⑧：アオ、初めての既存顧客との商談
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: What has been working well, and what is the problem?うまくいっているのは何で、問題は何ですか?A1: The assessment works well for hiring, but too many employees leave within the first year.適性検査は採用ではうまく機能していますが、多くの社員が入社1年以内に辞めてしまいます。 Q2: How could Talenta AI help with the problem?Talenta AIはその問題にどう役立ちますか?A2: It can track employees' condition over time and catch early signs of stress, so managers can step in before they decide to leave.社員の状態を時系列で追跡し、ストレスの兆候を早期に捉えられるので、辞める前にマネージャーが対応できます。 ■単語・フレーズの解説1. a mixed picture（良し悪しが混在した状況、一長一短）Sano: Honestly, it's been a mixed picture.正直、良し悪し半々といった状況です。「一概に良い／悪いと言えない、まだら模様の状況」。成果を評価するとき「一部は良いが課題もある」と正直に述べる場面で使う。 2. turnover（離職、人材の入れ替わり）Sano: The turnover is honestly our biggest headache right now.離職が、正直今いちばんの悩みの種です。「従業員の離職・人の出入り」を指すHR頻出語。employee turnover / high turnover のように使う。※文脈で意味が変わる注意語：HR・人事の文脈なら「離職」、財務・経営の文脈（特にイギリス英語）なら「売上高」を指す。イギリスでは売上高を turnover と呼ぶのが一般的で、アメリカでは revenue を使う。ep8は離職の意味。 3. headache（悩みの種、頭痛のタネ）Sano: ...our biggest headache right now.今いちばんの悩みの種です。文字通りの「頭痛」から転じて「厄介な問題・悩みの種」。口語で困りごとを表す定番。a real headache（本当に厄介なこと）のように使う。 4. step in（介入する、対応に入る）Ao: ...so managers can step in before it's too late.（手遅れになる前に、マネージャーが対応に入れます。）「（問題に）割って入る・介入して対処する」句動詞。困難な状況に「手を差し伸べる・介入する」ニュアンス。マネジメント・サポートの文脈で頻出。 5. early warning system（早期警告システム）Sano: So it's like an early warning system for turnover?（つまり、離職の早期警告システムのようなもの?）問題が深刻化する前に予兆を検知する仕組み。「リスクを早期に察知する仕組み」の比喩として広く使う。佐野さんがプロダクトの価値を自分の言葉で言い換えた表現。 ■構文解説by the time 〜, it's (already) too late to ...（〜する頃には、もう…するには手遅れだ）Sano: By the time someone hands in their resignation, it's already too late to do anything about it.誰かが辞表を出す頃には、もう何も手を打てないのです。 ① by the time 〜（〜する頃には、〜するまでに）「ある時点までに、すでに何かが起きている／手遅れになっている」を表す時の副詞節。by the time の主節は「すでに完了している」ニュアンスで、完了形と相性が良い。 例1（過去）：By the time the ambulance arrived, the man had already recovered.（救急車が着いた頃には、男性はすでに回復していた。）例2（未来）：By the time you finish this book, you will have learned over 500 words.（この本を読み終える頃には、500語以上を覚えているでしょう。）※by the time の後ろは未来でも現在形（finish）にするのが要注意ポイント。 ② it's too late to do 〜（〜するには手遅れだ）「もう〜する時機を逃した」という定番表現。already を加えると「もうとっくに手遅れ」と強調できる。It's too late to change the plan now.（今さら計画を変えるには手遅れだ。） ■スクリプトAo: Thanks for seeing me today, Mr. Sano. I'm Ao, and I've recently taken over as your main contact. It's a pleasure to finally meet you. Sano: Nice to meet you, Ao. I heard there was a change on your side. I hope the handover is going smoothly. Ao: It is, smoothly. I've reviewed your account carefully, so I'm up to speed on your history with us. But I'd love to hear directly from you how things have been going these past three months. Sano: Sure. Honestly, it's been a mixed picture. The assessment has been quite helpful in our hiring process. We've made a few hires that turned out to be a great fit, and that's largely thanks to the data. Ao: That's great to hear. So on the recruitment side, you're seeing real value. Sano: Yes, on that front, no complaints. The problem is what happens after they join. We hire good people, but too many of them leave within the first year. The turnover is honestly our biggest headache right now. Ao: I see. So the challenge isn't finding the right people, but keeping them. Sano: Exactly. And frankly, I'm not sure why they're leaving. By the time someone hands in their resignation, it's already too late to do anything about it. Ao: That's a common struggle, and it's actually something our product might help with beyond hiring. May I ask, are you currently using only the assessment for recruitment? Sano: That's right. Just the hiring part. I didn't realize it did much else. Ao: It does quite a bit more. Talenta AI can also track each employee's condition over time, even after they join. It can pick up early signs of stress or disengagement, so managers can step in before it's too late. Sano: Hmm. So it's like an early warning system for turnover? Ao: That's a good way to put it. Instead of finding out at the resignation stage, you'd have a chance to act months earlier. Given what you just told me, I think it could directly address your turnover problem. Sano: That's interesting. I'll admit, I hadn't thought of using it that way. Though I do have a few concerns about how the team would react to that. Ao: That's completely fair, and I'd like to address those properly. How about this? Let me prepare a detailed proposal, and we can go through it together next week. Sano: Sounds reasonable. Yes, let's do that. Ao: Perfect. I'll put together something concrete for our next meeting. #耳英語 #英語学習 #英会話
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#78.耳英語⑦：アオと岩﨑さんのオンボーディング。3ヶ月間の目標は？
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: What is Ao's objective for the first quarter?アオの最初の四半期の目標は何ですか?A1: His objective is to get fully up to speed as a sales manager.営業マネージャーとして完全に一人前になることです。 Q2: Among the three key results, which one does Iwasaki say is the most important, and why?3つの主要成果のうち、岩崎はどれが最も重要だと言っていますか? またそれはなぜですか?A2: Taking over the existing clients is the most important, because keeping those relationships strong during the handover makes everything else follow.既存顧客の引き継ぎが最も重要です。引き継ぎ中にその関係を強く保てれば、他のすべてがうまくいくからです。 ■単語・フレーズの解説1. get up to speed（習熟する、一人前になる）Iwasaki: Let's set your objective as "Get fully up to speed as a sales manager.目標を「営業マネージャーとして完全に一人前になる」に設定しましょう。「必要な水準まで到達する・戦力になる」イディオム。新しい仕事でキャッチアップする場面で頻出。オンボーディング・目標設定の定番表現。 2.measurable outcomes（測定可能な成果）Iwasaki: Key Results are the measurable outcomes that show you're getting there.Key Results は、目標に近づいていることを示す測定可能な成果です。measurable（測定可能な）＋outcome（成果）。「数値で測れる成果」を指す。OKRやKPIの説明に欠かせない語。曖昧な目標を「測れる形にする」という考え方。 3. ambitious but doable（野心的だが実現可能）Iwasaki: 90% is ambitious but doable.90%は野心的だけど、実現可能です。目標の難度を評価する定番フレーズ。ambitious（高めの）と doable（実行可能な）を対比させ、「高いけど手が届く」ラインを表す。目標設定の会話で実用的。 4. set the bar high（高い基準・目標を設定する）Iwasaki: I'd rather set the bar high and support you to get there.むしろ高い目標を設定して、そこに到達できるようサポートしたいの。bar は「基準」。set the bar high で「期待値を高く設定する」。逆は set the bar low。目標や期待のレベル感を語る比喩表現。 5. check in / check-in（進捗を確認する／進捗確認の場）Iwasaki: Let's check in every two weeks... / Ao: Biweekly check-ins will help me stay on track.2週間ごとに進捗を確認しましょう。／隔週の進捗確認は、順調に進む助けになります。動詞 check in は「（定期的に）状況を確認し合う」、名詞 check-in は「その確認の場」。 6. biweekly（隔週の、2週間ごとの）Ao: Biweekly check-ins will help me stay on track.隔週の進捗確認は、順調に進む助けになります。bi-（2）＋weekly（週）で「2週間に1回」。頻度を表す数値表現。関連語：weekly（毎週）、monthly（毎月）、quarterly（四半期ごと）。 7. stay on track（順調に進む、軌道に乗ったままでいる）Ao: Biweekly check-ins will help me stay on track.隔週の進捗確認は、順調に進む助けになります。track（軌道）から「計画・目標の軌道から外れずに進む」。ep6の track（追跡する）と同じ語源で、on track は「順調に」。逆は off track。 ■スクリプトIwasaki: Thanks for making time, Ao. How's your first week going so far? Ao: It's been great, thank you. A lot to take in, but everyone's been really welcoming. Iwasaki: Glad to hear it. Before we dive in, let me share a little about myself. I actually started as a sales rep here six years ago, and I struggled a lot in my first few months. So whenever things feel overwhelming, don't hesitate to talk to me. I've been there. Ao: That's really encouraging to hear. Thank you for sharing that. Iwasaki: Of course. Now, let's talk about your goals. Here at Talenta AI, we use OKRs to set direction. Simply put, an Objective is what you want to achieve, and Key Results are the measurable outcomes that show you're getting there. Ao: I've heard of OKRs, but I've never used them in practice. Could you give me an example? Iwasaki: Sure. Let's say a marketer's objective is "Grow brand awareness." Their key results might be things like "Increase website visits by 30%" or "Gain 1,000 new followers." The objective is the direction, and the key results are the numbers that prove you're getting there. Ao: So the key results are what keep the objective from staying just a slogan. Iwasaki: Exactly. Now, let's apply that to you. Let's set your objective for the first quarter as "Get fully up to speed as a sales manager." For your key results, we could aim for three things. First, take over all five existing clients smoothly. Second, reach a 90% product knowledge score on our internal assessment. And third, prepare at least two new sales proposals by the end of the quarter. Ao: That's very clear. The numbers make it easy to see what success looks like. Can I ask, is a 90% score realistic within three months? Iwasaki: Good question. Most new hires reach around 80% in their first quarter, so 90% is ambitious but doable. I'd rather set the bar high and support you to get there. Ao: I appreciate that. I'll aim for it. What would you say is the most important of the three? Iwasaki: Taking over the existing clients, without a doubt. If we keep those relationships strong during the handover, everything else follows. Let's check in every two weeks to see how you're tracking. Ao: Sounds good. Biweekly check-ins will help me stay on track. I'll come prepared with updates each time. Iwasaki: Perfect. One last thing. Is there anything you need from me to hit these targets? Ao: For now, I'd love to sit in on a few of your client meetings, if that's possible. Seeing how you handle them would really speed up my learning. Iwasaki: Absolutely. I'll set that up this week. I'm looking forward to working closely with you, Ao. #英語学習 #耳英語 #学び直し #英会話
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#74. 耳英語⑥：転職1日目、Talenta AI でのオンボーディング
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1. Why is Naruse no longer in the sales team?成瀬はなぜ営業チームにいないのですか?A1.Because she has moved to the HR department.人事部に異動したからです。 Q2. What makes Talenta AI different from other assessment tools?Talenta AIは他の適性検査ツールと何が違いますか?A2.Unlike one-time tests, Talenta AI tracks a person's core traits over time through regular assessments.一度きりの検査と違い、Talenta AIは定期的なアセスメントを通じて、その人の資質を時系列で追跡します。 Q3. For the first three months, what will Ao focus on, and why?最初の3ヶ月、アオは何に注力しますか? またそれはなぜですか?A3. He will focus on taking over some existing clients as a player, so that he can get familiar with the product and the sales process before managing a team.プレイヤーとして既存顧客を引き継ぐことに注力します。チームを率いる前に、プロダクトと営業プロセスに慣れるためです。 ■単語・フレーズの解説1. core traits（中核的な資質・特性）Iwasaki: ...analyzes each person's core traits, like whether they're an entrepreneurial type.（その人の中核的な資質——たとえば事業家タイプかどうか——を分析します。）「その人の根本的な性質」を指す。人材アセスメントの文脈で頻出。 2. set apart（差別化する、一線を画す）Iwasaki: What really sets us apart is that it tracks those traits over time.（私たちを本当に際立たせているのは、それらの資質を時系列で追跡する点です。）set A apart で「Aを他と区別する・際立たせる」。強み・独自性を語る定番表現。商談やプレゼンで「他社との違い」を示す場面で有用。 3. track（追跡する、時系列で追う）Iwasaki: ...it tracks those traits over time, through regular assessments.（定期的なアセスメントを通じて、それらの資質を時系列で追跡します。）動詞で「（変化や進捗を）継続的に追う・記録する」。track changes / track progress のように使う。データやコンディションの経過観察を語るビジネス頻出語。 4. get familiar with 〜（〜に慣れる、詳しくなる）Iwasaki: ...so you can get familiar with the product and our sales process.（プロダクトと営業プロセスに慣れることができるように。）get familiar with で「（新しいもの）に慣れていく・習熟する」。新しい環境・ツール・業務に慣れる過程を表す。 5. fair enough（なるほど、一理ある／それもそうだ）Ao: Fair enough. I'll make the most of them.（なるほど、一理ありますね。その3ヶ月を最大限に活かします。）相手の言い分に納得して受け入れる口語表現。「完全に同意ではないが、言いたいことは分かった」というニュアンス。議論や交渉で、相手の主張を認めつつ引き下がる場面で使う。 6. fill (someone) in（〜に詳しく教える、状況を共有する）Mitsui: I'll fill you in on all the little things you won't find in the manual.（マニュアルには載っていない細かいことを全部教えるよ。）「まだ知らない人に、情報や経緯を教える・共有する」句動詞。fill 人 in on 〜 で「人に〜について教える」。会議を欠席した同僚に状況を伝える、新人に事情を教える場面で使える。 7. serve (someone) well（〜の役に立つ、〜のためになる）Iwasaki: Your experience across different industries should serve you well there.（いろいろな業界を見てきた経験が、そこで役に立つはずです。）serve は「役立つ・貢献する」。serve 人 well で「（経験・スキルなどが）人の役に立つ・力になる」。自分や相手の強みが将来活きる、と前向きに語る洗練された表現。 ■スクリプトNaruse: Good morning, Ao! Welcome to Talenta AI. It's great to see you again. Ao: Good morning, Ms. Naruse. I'm a little nervous, but I've been looking forward to this day. Naruse: That's completely natural. By the way, I've actually moved to the HR department, so I'm not in the sales team anymore. But that means I'll be supporting you from the HR side from now on. Ao: Oh, congratulations on the new role! I didn't know that. Well, I'm glad I'll still get to see you around. Naruse: Thank you. Now, let me introduce you to your manager. This is Ms. Iwasaki, the Head of Sales. Iwasaki: Nice to meet you, Ao. I'm Nanami Iwasaki. I lead the sales department here. I've heard great things about you from the interview team. Ao: The pleasure's mine, Ms. Iwasaki. I've been eager to get started, so I'm glad to finally be here. Iwasaki: Likewise. Let me give you a quick picture of the product you'll be selling. In short, Talenta AI is an assessment tool that analyzes each person's core traits, like whether they're an entrepreneurial type. What really sets us apart is that it tracks those traits over time, through regular assessments. Ao: So it's not just a one-time test at hiring. It keeps following the person afterward. Iwasaki: Exactly. That's our biggest strength. There are more features, but we'll get into those later. For now, that's the heart of it. Ao: Got it. May I ask how the sales teams are organized? Iwasaki: Good question. We have two teams, each with about five members, divided mostly by industry. You'll handle clients in the IT and finance sectors. Your experience across different industries should serve you well there. Ao: That's a good fit for me. And will I be managing a team of five right from day one? Iwasaki: Not exactly. For the first three months, I'd like you to focus on taking over some existing clients as a player first, so you can get familiar with the product and our sales process. I'll be closely involved during that period. Ao: Honestly, part of me would love to jump into managing right away. But I can see the value in learning the ground first. Iwasaki: I appreciate the eagerness. Trust me, those three months will make you a much stronger manager later. Ao: Fair enough. I'll make the most of them. Iwasaki: Good attitude. Oh, and there's someone I'd like you to meet. This is Kaoru Mitsui, one of our other sales managers. Mitsui: Hey, Ao! Nice to meet you. Welcome aboard. Ao: Nice to meet you too, Mitsui. Mitsui: Actually, I joined as a mid-career hire myself, about three years ago. So I know exactly how you feel on your first day. If you ever have any questions, big or small, just ask me anytime. Ao: That's good to hear, honestly. It's great to have someone who gets what the first day feels like. Mitsui: Anytime. Let's grab lunch later, and I'll fill you in on all the little things you won't find in the manual. Ao: I'd love that. There's a lot I want to ask already.
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#66 耳英語⑤：アオの退職手続きと仕事の引き継ぎについて
■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1: How does Ao plan to spend the three months before he leaves?アオは退職までの3ヶ月をどのように過ごす予定ですか?A1: He plans to spend about two months handing over his responsibilities, and then use up his remaining paid leave for the last month.（約2ヶ月かけて担当業務を引き継ぎ、残りの1ヶ月は有給休暇を使い切る予定です。） Q2: How does Morita react when Ao tells him he wants to leave?アオが退職の意向を伝えたとき、森田はどう反応しますか?A2: At first, Morita tries to keep Ao by offering a raise or a promotion, but in the end, he respects Ao's decision and wishes him well.（最初、森田は昇給や昇進を提案してアオを引き留めようとしますが、最終的にはアオの決断を尊重し、彼の幸運を祈ります。） ■単語・フレーズの解説think through（じっくり考え抜く）本文での使用箇所：Morita: You've clearly thought this through, and I'm proud of how much you've grown.解説：through が付くことで「最後まで・徹底的に」考えるという意味に。単なる think より深く検討したニュアンス。「あなたは明らかにこれをじっくり考え抜いた」。 transition plan（移行計画、引き継ぎ計画）本文での使用箇所：Morita: Let's work out a transition plan together so the handover goes smoothly.解説：transition（移行期間）はビジネス頻出。work out（練り上げる・策定する）とセットで使える。「引き継ぎがスムーズに進むよう、一緒に移行計画を立てましょう」。 use up one's remaining paid leave（残りの有給休暇を使い切る）本文での使用箇所：Ao: ...and then use up my remaining paid leave.解説：paid leave は「有給休暇」（paid vacation とも）。use up は「使い切る」。退職・働き方の話で頻出の実用表現。「それから残りの有給休暇を使い切ります」。 I wish you all the best.（幸運をお祈りします）本文での使用箇所：Morita: We'll be sad to see you go, but I wish you all the best.解説：別れ際の定番の決まり文句。退職・転職・卒業など、人を送り出す場面で使う。丸ごと覚えられる。「寂しくなるけれど、あなたの幸運を祈っています」。 work under (someone)（〜のもとで働く）本文での使用箇所：Ao: I've truly enjoyed working under you.解説：上司との上下関係を表す表現。work for（〜に雇われている）との違いも解説価値あり。under は「直属の部下として」というニュアンス。「あなたのもとで働けて本当に良かったです」。 ■スクリプトAo: Mr. Morita, do you have a moment? There's something important I'd like to talk to you about.Morita: Of course, Ao. Have a seat. What's on your mind?Ao: After a lot of thought, I've decided to leave the company. I've accepted a position at another company, and I wanted to tell you in person first.Morita: I see... That's a surprise. You've been one of our best people. May I ask what led you to this decision?Ao: It wasn't an easy decision. I've learned so much here over the past five years, and I'm truly grateful. But I feel it's time for me to take on a new challenge and grow in a different environment.Morita: I understand. If it's about the salary or your position, we could discuss a raise or a promotion. I'd really like to keep you on the team.Ao: I really appreciate that, Mr. Morita. It means a lot. But this isn't about money or title. It's about challenging myself in a new field. I hope you can understand.Morita: Well, I can't say I'm not disappointed. But I respect your decision. You've clearly thought this through, and I'm proud of how much you've grown.Ao: Thank you. That means more than you know. Of course, I'll make sure to hand over my responsibilities properly before I leave.Morita: I appreciate that. Let's work out a transition plan together so the handover goes smoothly. When were you thinking for your last day?Ao: I'd like to spend about two months handing things over properly, and then use up my remaining paid leave. So my last day at work would be in about three months.Morita: That sounds like a responsible plan. Thank you for thinking of the team, Ao. We'll be sad to see you go, but I wish you all the best.Ao: Thank you for everything, Mr. Morita. I've truly enjoyed working under you. #耳英語 #英語学習
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#64. 耳英語④：オファー面談で質問したいとき、どうやって英語で質問する？
■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1. What position is Ao offered?アオはどのようなポジションをオファーされていますか？A1. Ao is offered the position of Sales Manager.アオはセールスマネージャーのポジションをオファーされています。 Q2.Why does Ao want to start in three months?アオはなぜ、3ヶ月後に入社したいですか？A2.Because he wants to hand over his current responsibilities properly.今の担当業務を適切に引き継ぎたいからです。 ■単語・フレーズの解説It means a lot to me.：本当に嬉しいです。感謝や嬉しさを、単なる Thank you より一段深く伝える表現です。直訳の「多くを意味する」から、「自分にとって重要で、心から感謝している／感激している」という感情を表します。類義表現I really appreciate it. / This is a big deal for me. You earned it.：あなたの実力です。earn は稼ぐ、（労働・努力で）獲得する意味。相手の成功に対し、運やまぐれではなく、努力による当然の結果だと認める表現です。 compensation：報酬、給与salaryは基本給に対し、compensationは給与＋賞与＋手当を含めた「報酬全体」を指すフォーマルな単語です。 responsibilities：担当業務responsibilityは責任に対し、今回は複数形のため担当業務で使われています。 hand over〜：〜を引き継ぐ仕事・役割・物を次の人に引き継ぐ表現です。handover は引き継ぎ ■スクリプトNaruse: Congratulations, Ao! I'm happy to share some good news with you. After the final interview, we'd like to offer you the position of Sales Manager. Everyone was very impressed.Ao: Thank you so much! I'm really happy to hear that. It means a lot to me.Naruse: You earned it. Today, I'd like to walk you through the details of our offer, and please feel free to ask any questions along the way.Ao: Sure, I appreciate that.Naruse: First, about the compensation. For the Sales Manager role, we're offering an annual salary of six million yen, which includes a performance-based bonus. Based on your experience, we think this reflects your value well.Ao: That sounds reasonable. May I ask how the bonus is decided?Naruse: Of course. The bonus depends on both company performance and your individual results. On average, it's about two months' salary per year, but strong performers can earn more.Ao: That makes sense. I have one more question about the start date. Would it be possible to start in three months? I'd like to hand over my current responsibilities properly.Naruse: That's completely understandable. Three months is fine. We value people who take their current duties seriously, so please take the time you need.Ao: Thank you for being so flexible. That really helps.Naruse: Not at all. Is there anything else you'd like to know? Benefits, work style, anything at all?Ao: Actually, could you tell me about the remote work policy?Naruse: Sure. We offer a hybrid style. You can work from home up to three days a week, and the rest in the office.Ao: That's perfect for me. Thanks for explaining everything so clearly.Naruse: Wonderful. Then, if you're happy with the terms, I'll prepare the official offer letter. Once you've had a chance to review it, please sign and return it to us.Ao: I'd be glad to. I've read through the main terms today, and everything sounds great. I'll sign the offer letter and send it back by the end of this week.Naruse: Perfect. Welcome aboard, Ao. We're all looking forward to working with you. ■＋αの課題Imagine you're in an offer meeting for a job you really want. What conditions would you like to check with the company? Make three questions in English about things like salary, work style, or benefits.（本当に入りたい仕事のオファー面談に臨んでいると想像してください。会社にどんな条件を確認したいですか? 給与・勤務体系・福利厚生などについて、英語で質問を3つ作ってみましょう。） 参考表現フレーズMay I ask ...?Would it be possible to ...?Could you tell me about ...? 本文での例May I ask how the bonus is decided?Would it be possible to start in three months?Could you tell me about the remote work policy?
新井大貴のひとりごとラジオ
#62. 耳英語③：5年後、10年後のビジョンは？
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1.Where does Ao see himself in five years?アオは5年後、自分がどうなっていたいと言っていますか？A1.In five years, Ao would like to become a team leader who drives sales strategy.5年後、アオは売上戦略を推進するチームリーダーになっていたいです。 Q2.According to Kirishima, what is the company's long-term strategy?霧島によると、会社の長期的な戦略は何ですか？A2.To make Talenta AI the industry standard across Asia within ten years.10年以内にTalenta AIをアジアの業界標準にすることです。 ■単語・フレーズの解説1. long-term vision（長期的なビジョン、展望）I'd like to hear about your long-term vision.将来に向けた長期的な構想・目標を指す。面接で頻出。対義は short-term goal（短期的目標）。2. Where do you see yourself in 〜?（〜後、自分がどうなっていると思いますか？）Where do you see yourself in five or ten years?キャリアの将来像を問う定番の面接質問。直訳は「どこに自分を見るか」だが、「どうなっていたいか」という意味。丸ごとフレーズで覚えるのがおすすめ。3. align with 〜（〜と合致する、方向性が一致する）That aligns well with our direction.考え・目標・価値観などが一致することを表す。ビジネス頻出。4. take initiative / take ownership（主体的に動く／当事者意識を持つ）I believe someone has to take initiative / We value people who can take ownership.take initiative は「自ら率先して動く」、take ownership は「自分ごととして責任を持つ」。どちらも英語圏の職場で高く評価される姿勢を表す重要表現。5. resonate with 〜（〜の心に響く、〜に深く共感する）That vision really resonates with me.もともとは音が「共鳴する・反響する」という物理的な意味（The sound resonated through the hall. 音がホールに響いた）。そこから比喩的に「考えや価値観が心に響く」の意味に広がった。 ■会話のスクリプトKirishima: Hello, Ao. I'm Kenichi Kirishima, the CEO. Naruse has told me a lot about you, and I was impressed by your background. Thank you for making it to the final round.Ao: Thank you, Mr. Kirishima. It's an honor to meet you. I'm excited to be here.Kirishima: Let's get started. I'd like to hear about your long-term vision. Where do you see yourself in five or ten years?Ao: That's a great question. In five years, I'd like to become a team leader who drives sales strategy. In ten years, I hope to take on a broader role, maybe managing a whole department. Ultimately, I want to grow alongside the company and help it expand into new markets.Kirishima: That aligns well with our direction. Now, let me ask you something different. When you face a difficult decision and there's no clear answer, how do you handle it?Ao: I try to gather as much information as I can, and I talk with the people involved to understand different perspectives. But in the end, I believe someone has to take initiative and make a decision. I'm comfortable taking that responsibility.Kirishima: I like that mindset. We value people who can take ownership. Do you have any questions for me?Ao: Yes. As the CEO, what is your long-term vision for the company over the next decade?Kirishima: Great question. My goal is to make Talenta AI the industry standard across Asia within ten years. To get there, we need people who are willing to grow with us. I hope you'll be one of them.Ao: Thank you. That vision really resonates with me, and I'd love to be part of that journey. #耳英語 #英語学習 #英会話
新井大貴のひとりごとラジオ
#60. 耳英語②：転職してから会社でやりたいことは？
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1.What does Ao say he would eventually like to be involved in?アオは、将来的に何に携わりたいと言っていますか？A1. He'd like to be involved in expanding Talenta AI into new markets and helping shape the sales strategy behind it.アオは、Talenta AIを新しい市場に展開することと、その営業戦略を形作ることに携わりたいと思っています。 Q2.According to Naruse, what is the current composition of the team in terms of new graduates and mid-career hires?成瀬さんによると、現在のチームは新卒と中途採用でどのような構成になっていますか？A2.The team is mainly made up of mid-career hires, but recently the company has also started hiring people directly from internships.チームは主に中途採用者で構成されていますが、最近では会社がインターンから直接採用することも始めています。 ■単語・フレーズWhat motivates you 〜？：〜する動機は何ですか？Could you tell me what motivates you to apply for our company?私たちの会社へ応募した動機について教えていただけますか？ take my career to the next step：キャリアを次の段階に進めるAfter working in B2B sales for five years, I feel ready to take my career to the next step.法人営業を5年間経験してきて、キャリアを次のステップに進める準備ができたと感じています。 be eager to 〜：〜することを強く望んでいるI'm eager to work in such a dynamic environment.私はそのようなダイナミックな環境で働きたいです。 mid-career hire：中途採用者many of them are mid-career hires with diverse backgrounds.彼らの多くは、多様なバックグラウンドを持った中途採用者です。 down the road：将来的に、いずれI especially like the idea of moving into cross-functional work down the road.特に、いずれ部署横断的な仕事に移っていけるという点に惹かれています。 ■会話のスクリプトNaruse: Moving on to the next question, could you tell me what motivates you to apply for our company?Ao: Sure. After working in B2B sales for five years, I feel ready to take my career to the next step. Your company is growing rapidly in the HR-SaaS sector, especially with your product, Talenta AI, driving that growth. I've actually been following your company's progress for a while, and I'm eager to work in such a dynamic environment and contribute to your business by using my sales experience. Eventually, I'd love to be involved in expanding Talenta AI into new markets and helping shape the sales strategy behind it.Naruse: Thank you, Ao. We appreciate your enthusiasm. Now, we have some time left. Do you have any questions for me?Ao: Yes, I do. First, what kind of career paths can I expect if I join the team? And second, what's the company culture like? What kind of people usually work here?Naruse: Those are great questions. For the career path, we offer several options, including a move into mid-level management or product planning, depending on your performance. Some employees also move into cross-functional roles after a couple of years, working closely with both sales and product teams. As for our team, many of them are mid-career hires with diverse backgrounds, coming from industries like finance, consulting, and IT. That said, we've recently started seeing younger employees in their early 20s, who joined us right after their internships here. It creates a pretty energetic and driven atmosphere, and people tend to support each other across departments.Ao: That sounds fantastic. It seems like a place where I can really challenge myself and grow alongside the business. I especially like the idea of moving into cross-functional work down the road. Thank you for sharing that.
新井大貴のひとりごとラジオ
#58. 耳英語①：仕事やプロジェクトで壁にぶつかった経験は？
■無料体験のお申し込みはこちらhttps://mosh.jp/services/380220?openExternalBrowser=1 ■英検面接対策1回のみhttps://mosh.jp/services/375269?openExternalBrowser=1 2回https://mosh.jp/services/375275?openExternalBrowser=1 ■感想・質問・出演・お問い合わせフォームhttps://forms.gle/UWvo7N1j7aFqNbBY9 ■質問と答えQ1.How long has Ao been working in B to B sales?アオは法人営業を何年勤めていましたか？A1. Five years.5年間です。 Q2. What was the major bottleneck in the project Ao mentioned?アオが言及したプロジェクトにおける最大のボトルネックは何でしたか？A2. The client kept changing requirements, and the technical team struggled to keep up the tight schedule.クライアントは要求を変え続け、テクニカルチームは厳しいスケジュールについていくのに奮闘しました。 ■単語・フレーズcross-functional team : 部署横断チームI led a cross-functional team on a major project.私は大きなプロジェクトで、部署横断のチームを率いました。 exceed a target by〜％：目標を〜％上回るWe ended up exceeding our annual sales target by 120%.最終的に、年間の売上目標を120%上回る結果になりました。 bottleneck：ボトルネック、進行の妨げWe ran into a huge bottleneck early on.初期の段階で、大きなボトルネック（障害）にぶつかりました。 keep up with〜：〜についていくOur technical team was struggling to keep up with the tight schedule.私たちの技術チームは、タイトなスケジュールについていくのに苦労していました。 reasign：再配分するI reasigned tasks based on each person's strength.私は、それぞれのメンバーの強みに応じてタスクを再配分しました。 ■会話のスクリプトNaruse: Thank you for coming today, Ao. Could you briefly introduce yourself and walk me through your career background?Ao: Thank you for having me today. My name is Ao. I've been in charge of B2B sales for the past five years. I've worked with a wide range of clients, from small businesses to major corporations, which helped me understand different market needs.Naruse: That's impressive. Could you share one of your key achievements, as well as a specific challenge you faced?Ao: Sure. Last year, I led a cross-functional team on a major project, and we exceeded our annual sales target by 120%. That said, we faced a huge bottleneck at the start. The client kept changing their requirements, and our technical team struggled to keep up with the tight schedule.Naruse: That sounds stressful. How did you manage the team through that?Ao: What helped most was improving communication and restructuring our workflow. I set up daily check-ins between the client and our engineers, and reallocated tasks based on each person's strengths. In the end, we delivered the project on time and built a stronger relationship with the client.Naruse: That's a great example — it really shows strong leadership and problem-solving skills. ■追加の課題STAR法を使って、困難に直面した場面を英文で整理しましょう。Situation：どんな状況だったかTask：その起こった状況に対する課題・役割は何だったかAction：どんな行動をしたかResult：どんな結果が返ってきたか #耳英語 #英語学習 #コーチング #英語コーチング