One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…

One of the of soft skills commonly touted as of growing importance for organisational success is the capacity to work successfully with others.  'Teamwork' is the most familiar label for this, but I think this sounds a little simplistic.  Brenda, one of my interviewees in The Paula Principle, put it this way: Women are interested in getting stuff done;  they hate game-playing and internal politicking; the only build networks if they see them as a genuine vehicle for getting things done, and not for personal advancement.  Their language is about 'we', about looking for complementary skills in a team, recognising that they themselves cannot do it all. I've just been reading Superminds by Thomas Malone.…