Highly successful people do 3 things that many neglect, says Harvard career expert
The moment you walk into a job interview or your first day in a new role, the people around you—interviewers, managers, coworkers—are quietly asking themselves three fundamental questions:
- **Can you do the job well?**
- **Are you excited to be here?**
- **Do you get along with us?**
Your mission is simple but powerful: convince them the answer to all three is a confident, resounding **yes**.
As a career advisor at Harvard who has guided thousands of early-career professionals, I've seen this pattern play out time and again. When you consistently demonstrate the **three C's**—**competence**, **commitment**, and **compatibility**—doors open. You get assigned meaningful projects, considered for promotions, and positioned for long-term success. Fall short in even one area, and opportunities can slip away, often without clear feedback.
This framework comes from years of observing what separates those who thrive from those who get overlooked. Here's how to master each one.
1. Demonstrate Competence: Show You Can Deliver—Reliably and Independently
Competence isn't just about having the skills; it's about executing your work fully, accurately, and on time—without constant supervision and without making others feel undermined.
The key is balance: Avoid undershooting (appearing clueless) or overshooting (coming across as overbearing). Practical ways to build and show competence include:
- **Take ownership.** Instead of asking "What do I do next? Help!", share your thought process, propose solutions, or offer your perspective.
- **Minimize errors.** Resist the urge to submit your first draft. Always proofread for typos, double-check calculations, and ensure formatting is polished.
- **Manage expectations.** If you commit to something, follow through. If circumstances change, deliver the bad news early rather than letting deadlines slip.
Perceived competence often matters as much as actual output, especially in roles where results are hard to quantify. Managers frequently judge based on proxies: visible progress, confidence in meetings, and how you present your work.
Ask yourself: *Compared to peers at my level, am I being complete, thorough, and responsive?*
2. Show Commitment: Prove You're All In—Without Overstepping
Commitment means being fully engaged, eager to contribute to team goals, and proactive—while staying mindful not to make others feel defensive or threatened.
Again, balance is crucial: Don't appear apathetic by undershooting, or overly aggressive by overshooting. Effective strategies include:
- **Be present.** Prepare for meetings by brainstorming potential questions or bringing a notebook (and ideas) to contribute thoughtfully.
- **Reply promptly.** Match or exceed the response speed of your colleagues, and communicate if you'll need more time.
- **Show curiosity.** When asked if you have questions, don't just say "nope." Share what you've already learned, then pose thoughtful questions that go beyond a quick Google search.
Small signals can undermine perceived commitment: arriving late, seeming distracted on calls, rarely volunteering, or slow replies. These can create doubt even if your intent is strong.
Ask yourself: *Compared to others around me, am I being proactive and fully present?*
3. Build Compatibility: Make People Want to Work With You—Authentically
Compatibility is about creating comfort and enthusiasm in those around you—without seeming inauthentic or forced.
Strike the right tone: Avoid being too passive (appearing disengaged) or trying too hard (seeming like a poser). Focus on:
- **Building relationships.** Go beyond tasks—introduce yourself and show genuine interest in colleagues.
- **Showing deference.** Learn the team's unspoken hierarchy and approach senior members with appropriate respect and seriousness.
- **Adapting to norms.** Don't assume your previous workplace's style fits here. Observe, ask, and adjust to how the team operates.
Compatibility is tricky because it often hinges on similarity. Research shows people tend to favor those who resemble them in background, communication style, or interests—consciously or not.
Ask yourself: *Am I adopting behaviors that feel authentic while aligning with what I observe?*
### The Workplace Isn't a Level Playing Field
Unfortunately, the three C's aren't judged equally for everyone. For some, competence is assumed as a baseline; for others, it's scrutinized more harshly. Commitment might be taken for granted in certain groups but questioned in others. Compatibility can feel effortless for those who "fit" the dominant culture—and exhausting for those who don't.
Factors like race, ethnicity, gender, socioeconomic background, sexual orientation, disability, religion, age, or even introversion/extroversion can shape perceptions. Women often navigate a double bind of needing to be both highly competent *and* likable. People from underrepresented groups may face closer monitoring. Even something as simple as a name's pronounceability can influence evaluations.
This isn't fair. We need—and deserve—a more equitable system. But change takes time, and wishing for a perfect world won't help you today.
Until then, understanding the three C's gives you clarity: It helps you diagnose why things might feel off and equips you with actionable strategies to showcase your value. Master them thoughtfully, and you'll not only survive but accelerate your career.
What are your thoughts? Have you seen the three C's play out in your own experiences? Share in the comments—I'd love to hear.