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    <lastmod>2021-12-07</lastmod>
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      <image:title>Home - Big Changes Come From Small Experiences.</image:title>
      <image:caption>How to change your Behavior, develop soft Skills, And Achieve Personal And Professional Growth Through a Series of Small Experiments called ”flexing”.</image:caption>
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      <image:title>Home - mEET Sue</image:title>
      <image:caption>BIG CHANGES COME FROM SMALL EXPERIENCES.</image:caption>
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  <url>
    <loc>https://susanashford.com/flexing-quiz</loc>
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    <lastmod>2021-12-01</lastmod>
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      <image:title>Flexing Quiz - Flexing happens through six everyday practices- take the flexing quiz to find out how you’re doing now! Once you complete the quiz, you will receive tailored information about your asking-giving styles and how you compare to others.</image:title>
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  </url>
  <url>
    <loc>https://susanashford.com/book</loc>
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    <priority>0.75</priority>
    <lastmod>2021-12-01</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1629920067998-H8RO1XE4G5U6O8S0E9A8/book+template.png</image:loc>
      <image:title>The Power of Flexing - Big changes come from small Experiences. How to change your behavior through daily life.</image:title>
      <image:caption>Sue Ashford, the chair of the Management and Organizations group at the Ross School of Business, has the solution. In this timely book, she introduces Flexing—a technique that individuals, teams, and entire organizations can use to learn, grow, and develop their skills and knowledge with every new project, work assignment, and problem. Flexing empowers you to embrace any challenge and adapt to any change, yielding practical, valuable takeaways that ensure growth.</image:caption>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
    </image:image>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
    </image:image>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
    </image:image>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
    </image:image>
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      <image:title>The Power of Flexing - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
    </image:image>
  </url>
  <url>
    <loc>https://susanashford.com/meet-sue</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-10-23</lastmod>
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      <image:title>Meet Sue - Make it stand out</image:title>
      <image:caption>More from Sue</image:caption>
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  </url>
  <url>
    <loc>https://susanashford.com/feedback-seeking</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-10-23</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1634959429181-JMGEU1CG8GT63J8BHTA8/sue+feedback.jpg</image:loc>
      <image:title>Feedback Seeking - People do not simply wait around for the annual performance review to figure out how they are doing in organizations.</image:title>
      <image:caption>Rather, they seek feedback in 2 ways: they may read others’ actions and body language and infer a message and hey also sometimes explicitly ask others for feedback. We have studied what makes people do more or less of this, how others read these actions (does it creative a negative or positive impression) and what outcomes it predicts. Feedback seeking is a fascinating process because it involves seeking information that might hurt (our egos) but is so useful in adapting to an environment and leading well; it is prone to individual error as we read messages incorrectly based on our prior beliefs or cultural cues; and it can be an integral part of living out a growth mindset. People doing tasks that are subjectively evaluated (like leading), especially need to seek feedback to grow and to be effective.</image:caption>
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  <url>
    <loc>https://susanashford.com/issue-selling</loc>
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    <priority>0.75</priority>
    <lastmod>2021-08-24</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1628983357002-XDBZS97GTCGCZ3M6AY94/issue%2Bselling.jpg</image:loc>
      <image:title>Issue Selling - In today’s dynamic, complex, and ambiguous business environments, businesses can no longer reserve all decision making for those at the top of the firm.</image:title>
      <image:caption>No matter how talented they may be, they lack sufficient capacity to map and respond to such environments adequately - - their decision-making will be too slow and cumbersome. Survival in such environments involves getting input from levels below the top as part of a strategy development process, Jane Dutton and I have studied this phenomenon since the late 1980s under the heading of issue selling – examining whether and how middle-level managers try to sell issues to those above them in organizations, hoping to gain upper-level attention for their issue, to have it incorporated as part of the firm's strategy and to see action on it. We now know a lot about the conditions under which people will sell issues versus feeling blocked from doing so, how they will sell issues, and the effectiveness of various approaches. This work culminated in an article (with Jim Detert) highlighting the issue-selling moves of successful and unsuccessful sellers. I hope you'll find this work helpful – it highlights the ways that individuals at all levels of our best companies can be active in influencing the firm’s actions and how those companies benefit as a result.</image:caption>
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  </url>
  <url>
    <loc>https://susanashford.com/job-insecurity</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-08-25</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1629918218345-IWDZ4SB0F1OU7BRIPN7N/Job+insecurity1.jpg</image:loc>
      <image:title>Job Insecurity - The world is getting more and more uncertain. Organizations face challenging and dynamic environments and have responded by restructuring companies and laying off employees.</image:title>
      <image:caption>This has meant increasing amounts of insecurity around their jobs as they wonder whether and how long their jobs will last and/or whether those jobs will be changed so much as to be nearly unrecognizable. Job insecurity has been linked to stress and a variety of health complaints about individuals and negative impacts for the organization, including increased levels of turnover, and decreased levels of performance. I've been involved in research on job insecurity since 1989 and believe that we have some pretty interesting findings of how people respond to it.</image:caption>
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  </url>
  <url>
    <loc>https://susanashford.com/leadership</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-08-24</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1629480899934-8CEV0WQY126G8YIXAOVR/aom.jpg</image:loc>
      <image:title>Leadership - In today's organizations, we need more leaders at more levels to get things done, including more leadership from people who do not hold such positions.</image:title>
      <image:caption>Given that my research has taken a "post-heroic" view of leadership, focusing on all of us as leaders rather than a single leader at the top of an organization, a division, etc. I care because if more people were to see the leader within them, they would do more great things in the world. Why do some people come to think of themselves as leaders and others never do? Why are some people seen (and reinforced) as leaders within an organization, community, or group, and why others never are? How might holding a leader identity help you and how can you express your leadership in a way that will have other people seeing you as a leader too? These are the questions that energize my research in this area.</image:caption>
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  </url>
  <url>
    <loc>https://susanashford.com/the-new-world-of-work</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-10-13</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1634151306345-DQQ25N72T9D1SZT2AKTH/0.jpg</image:loc>
      <image:title>The New World of Work - The world of work is changing dramatically.</image:title>
      <image:caption>Jobs that have been around for long periods of time are disappearing, new jobs (typically at lower pay and without benefits) are coming on the scene, individuals are being replaced by artificial intelligence (think robots), and more people are working on their own, outside of organizations than ever before. This trend has only accelerated in the last decade and we know little about this new world. I’m particularly interested in how people who work independently, outside of organizations survive and thrive? Such settings demand what we might call “radical self-management” and intentional proactivity. These workers face particular challenges. Their work is both more precarious (their livelihood depends on market reactions to the choices they make) and more personal (they get to make their own choices, leaving themselves on the line) than work done in traditional organizations. I am very interested in research on what helps individuals survive and thrive in the new world of work in whatever form that work might take (e.g., gig working, protean careers, and independence). I believe that success in such settings depends on a set of personal characteristics, but also particular skills and habits. If this is the future, I want to help people survive and thrive within it.</image:caption>
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  </url>
  <url>
    <loc>https://susanashford.com/proactivity</loc>
    <changefreq>daily</changefreq>
    <priority>0.75</priority>
    <lastmod>2021-08-24</lastmod>
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      <image:loc>https://images.squarespace-cdn.com/content/v1/60a6a4a6de98fd0f5ab7e1e7/1629489151300-HXYQ53SWNM201PG07700/Sue+bleachers.jpg</image:loc>
      <image:title>Proactivity - Proactivity involves individuals taking anticipatory action to impact themselves and/or their environments.</image:title>
      <image:caption>Research on proactivity stands in contrast to our field’s long-standing portrait of individuals as “human resources” to be acted upon, shaped, and molded. Proactivity research recognizes individuals’ agency and suggests that it is important for us in organizations to understand that agency so we can promote more of it. Feedback seeking and issue selling are examples of proactivity. But researchers have also emphasized understanding the general category – when do individuals acting proactively? When does proactivity have a particular payoff? My research, for example, suggests that when individuals are new to an environment, proactivity is particularly important. Here, individuals not only try to fit in but also try to make their jobs fit who they are, allowing them to adjust more quickly to new environments. We also have shown that the motivation for the proactivity (intrinsic versus extrinsic) also matters. Individuals who engage in proactive behavior because they like to live that way and it is fun experience the biggest payoff. In a world where individuals more and more have to make it on their own, being proactive can be a real differentiator and one worth understanding better.</image:caption>
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    <loc>https://susanashford.com/contact</loc>
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    <lastmod>2021-12-01</lastmod>
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  <url>
    <loc>https://susanashford.com/programs-teaching</loc>
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    <lastmod>2021-10-13</lastmod>
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      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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    <lastmod>2021-12-24</lastmod>
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      <image:title>Popular Press - Make it stand out</image:title>
      <image:caption>Whatever it is, the way you tell your story online can make all the difference.</image:caption>
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    <lastmod>2021-12-24</lastmod>
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