WARM-UP VIDEO FOR 'THERE IS/ARE' OR 'THEY'RE'?

Instructions. Do this challenging quiz to learn how these expressions might sound in very fast speech

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Exercise. Complete each gap with suitable words and expressions you hear from the video.

and I say, you know, what is a good composition of a project and a, and founders that are likely to succeed. It's usually (1) ………….. or three of them, and the reasons are, because for example we've already talked about the fact that (2) ………….. very broad set of skills. (3) ………….. whole set of question about how you adapt your company in order to be successful, and if you actually have two or three founders, you have, having a high degree of trust with those co-founders. Because one of the things, by the way, part of the whole entrepreneurial thing is (4) ………….. ways to die. One of the ways to die is you get a year down the road with your co-founders and They disagree with me from a position of intelligence right. And (5) ………….. that I know that they don't know that actually in fact will play out to be true. Now, in this case, in general as a, as a founder it's good to be contrarian in the real sense and right. Now the other last part on the contrariness is to think about (6) ………….. different ways to be contrarian. So for example, a frequent one will be is like, oh yeah, that's a good small idea but actually not so different areas because there's different kinds of entrepreneurial companies, there's different kinds of problems (7) ………….. to solve. And I don't just mean diversity in terms of classic, you know, kind of gender, race, et cetera. to get people to think about with this is to say, there's not one skill set. (8) ………….. ability to learn and adapt, an ability to constantly have a vision that's driving you, but to be taking input from all sources and But it was kind of this mind set of founders. Which is kind of key. And if (9) ………….. ques, oh, here. >> I'm curious about how Nathan, how you you targeted the earlier, or you selected the guys for I'll play with that. There's not a lot of other things for me to look at. Today, (10) ………….. things and so your strategy today, when you're looking at product distribution, has to be, what is my really decisive edge? but, but frequently I've seen great founders who do not present good analysis but have an instinct about what (11) ………….. . And so you more chart what kind of, what's going on around them. You know, seems to be a move between these opposing forces. >> Yup.>> And on paper it seems like (12) ………….. to go the distance. What is it that makes you get wrong about someone that looks good at first observation? Okay, so for example I. Most heartened when I'm talking to a team that when they're, when (13) ………….. to each other, they're not like oh, we're just all singing from the same thing. whatever else. But you're super focused on this, because it's really hard, and (14) ………….. ways to die. And that's the reason why the jumping off the cliff metaphor is one of the ones that I classically use. I think it's pretty good with it. Frequently what happens is people think they're contrarian because (15) ………….. something they think is a unique con-, unique combination. >> Yeah.>> Okay. So this is actually, well, it's a challenging question. The, the the, the frequent, like, and (16) ………….. , and it's a good follow on the contrarian thing, like frequently (17) ………….. classic thing of, oh does the market exist yet? Is that because it's going to be huge or nonexistent? think whether there was a market there or not? Because, you know, at the beginning (18) …………..markets. And so it is of course conceptually possible to create markets. People think that (19) ………….. new need for this sort of thing. On the other hand, exists they'll realize they really love it and they'll, they'll line up in droves for it. Well, (20) ………….. entrepreneurs, Steve Jobs one of them, who can do that. Most of the time it doesn't work out that way, and so but the question basically is how do you know that you trust someone well enough to be a cofounder. (21) ………….. whole bunch of different variables that go into it and, look, it's one of the risks that you take. And you kind of get to a thesis of do I think that I know them well enough? Now I'll parallel one thing that I think (22) ………….. parallel here that I think is super useful. So one of the things I tell my portfolio company CEOs or founders when there thinking about hiring a CEO.

Key: Look at the key and say aloud the script from the video to improve your English.

and I say, you know, what is a good composition of a project and a, and founders that are likely to succeed. It's usually (1) ( there's two) or three of them, and the reasons are, because for example we've already talked about the fact that (2) ( there's this) very broad set of skills. (3) ( There's this) whole set of question about how you adapt your company in order to be successful, and if you actually have two or three founders, you have, having a high degree of trust with those co-founders. Because one of the things, by the way, part of the whole entrepreneurial thing is (4) ( there's lots of) ways to die. One of the ways to die is you get a year down the road with your co-founders and They disagree with me from a position of intelligence right. And (5) ( there's something) that I know that they don't know that actually in fact will play out to be true. Now, in this case, in general as a, as a founder it's good to be contrarian in the real sense and right. Now the other last part on the contrariness is to think about (6) ( there's a lot of) different ways to be contrarian. So for example, a frequent one will be is like, oh yeah, that's a good small idea but actually not so different areas because there's different kinds of entrepreneurial companies, there's different kinds of problems (7) ( they're trying) to solve. And I don't just mean diversity in terms of classic, you know, kind of gender, race, et cetera. to get people to think about with this is to say, there's not one skill set. (8) ( There's an) ability to learn and adapt, an ability to constantly have a vision that's driving you, but to be taking input from all sources and But it was kind of this mind set of founders. Which is kind of key. And if (9) ( there's no) ques, oh, here. >> I'm curious about how Nathan, how you you targeted the earlier, or you selected the guys for I'll play with that. There's not a lot of other things for me to look at. Today, (10) ( there's tons of) things and so your strategy today, when you're looking at product distribution, has to be, what is my really decisive edge? but, but frequently I've seen great founders who do not present good analysis but have an instinct about what (11) ( they're doing) . And so you more chart what kind of, what's going on around them. You know, seems to be a move between these opposing forces. >> Yup.>> And on paper it seems like (12) ( they're going) to go the distance. What is it that makes you get wrong about someone that looks good at first observation? Okay, so for example I. Most heartened when I'm talking to a team that when they're, when (13) ( they're reasoning) to each other, they're not like oh, we're just all singing from the same thing. whatever else. But you're super focused on this, because it's really hard, and (14) ( there's lots of) ways to die. And that's the reason why the jumping off the cliff metaphor is one of the ones that I classically use. I think it's pretty good with it. Frequently what happens is people think they're contrarian because (15) ( they're doing) something they think is a unique con-, unique combination. >> Yeah.>> Okay. So this is actually, well, it's a challenging question. The, the the, the frequent, like, and (16) ( there's a) , and it's a good follow on the contrarian thing, like frequently (17) ( there's this) classic thing of, oh does the market exist yet? Is that because it's going to be huge or nonexistent? think whether there was a market there or not? Because, you know, at the beginning (18) ( there are no) markets. And so it is of course conceptually possible to create markets. People think that (19) ( there's a) new need for this sort of thing. On the other hand, exists they'll realize they really love it and they'll, they'll line up in droves for it. Well, (20) ( there's a few) entrepreneurs, Steve Jobs one of them, who can do that. Most of the time it doesn't work out that way, and so but the question basically is how do you know that you trust someone well enough to be a cofounder. (21) ( There's a) whole bunch of different variables that go into it and, look, it's one of the risks that you take. And you kind of get to a thesis of do I think that I know them well enough? Now I'll parallel one thing that I think (22) ( there's a) parallel here that I think is super useful. So one of the things I tell my portfolio company CEOs or founders when there thinking about hiring a CEO

Sources: 

Channel: How to Start a Startup. Lecture 13 - How to be a Great Founder (Reid Hoffman): https://www.youtube.com/watch?v=dQ7ZvO5DpIw

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