Expect to Win, in bytes

The idea

Harris's starting point is mindset: go into every situation expecting to succeed, and prepare as if you will.

In practice

A candidate who prepares as if they'll get the role carries more confidence into the interview.

The idea

After Harvard Business School, Harris assumed good work would be rewarded automatically. She learned that the workplace isn't a pure meritocracy.

In practice

Excellent work that nobody important knows about rarely leads to promotion.

The idea

How others perceive you shapes the opportunities you get, sometimes as much as your actual ability.

In practice

Two equally skilled colleagues; the one seen as “leadership material” gets the stretch role.

The idea

Decide three words you want colleagues to use about you. They must be true to you and valued by your organisation. Then act and speak in line with them.

In practice

Harris was told she wasn't tough enough; she deliberately showed toughness and within months was seen as one of the firm's toughest people.

The idea

In a new role, ask your boss how success will be measured. If they don't know, propose your own definition.

In practice

Agreeing clear goals in the first month avoids surprises at review time.

The idea

Pretending to be someone else drains energy and blocks trust. Being yourself makes relationships easier.

In practice

Harris, also a gospel singer, found clients warmed to her once she shared that side of her life.

The idea

People trust those who are genuine. Trust is the foundation of business relationships.

In practice

Clients return to advisers who are honest about what they don't know.

The idea

How you communicate, including tone, clarity and listening, shapes how your ideas and you are received.

In practice

A clear, confident update to senior leaders builds credibility.

The idea

Delivering excellent results earns performance currency. It gets you noticed early in a role, but its value fades once excellence becomes expected.

In practice

Early in a job, strong results quickly build your reputation.

The idea

Relationships build relationship currency: people who know you, trust you and will speak for you. It keeps its value as you rise.

In practice

Senior promotions often depend on who vouches for you in the room.

The idea

Harris distinguishes three roles: advisers answer specific questions; mentors know your whole story and give tailored advice; sponsors use their influence to argue for you when decisions are made.

In practice

A sponsor speaks for you in the promotion meeting you're not invited to.

The idea

Without a sponsor, your career can stall, because key decisions are made behind closed doors. Earn sponsors through strong performance and relationships.

In practice

A capable professional is overlooked because nobody senior champions them.

The idea

Don't hesitate to ask your network for help. If one person can't help, move on to the next.

In practice

Asking several contacts for introductions to a new industry.

The idea

Fear causes people to hold back, stay silent and miss opportunities. Harris urges replacing fear with preparation and action.

In practice

Speaking up in a meeting despite nerves gets your ideas heard.

The idea

Staying put isn't safe. Before declining an opportunity, ask whether it offers new skills, new networks or new options. If yes, consider taking it.

In practice

Moving to a new team that broadens your experience.

The idea

Harris suggests rethinking your career every few years, building new skills and taking on new challenges.

In practice

A finance professional moving into a systems role to stay relevant.

The idea

You alone are responsible for your career. Ask for promotions, pay and opportunities rather than waiting to be noticed.

In practice

Asking clearly for a promotion, with evidence of results.

The idea

Leadership means setting a vision, building trust and developing others, whatever your title.

In practice

A senior professional mentoring juniors builds a reputation as a leader.