Diversity is a near-universal value in corporate America, but the upper tiers of management remain stubbornly homogeneous. Consider Fortune 500 CEOs: Only 23 are female, just six are black, and none are openly gay. Why so few gains at the top? We believe that one factor is a phenomenon sociologists call “covering,” whereby people downplay their differences from the mainstream. Someone with a disability might forgo her cane at work, say, while a gay man might avoid using “he” or “him” if asked about his partner. Such behavior is driven not just by self-censorship or internalized biases but also by pressure from managers. It decreases employees’ confidence and engagement and, we think, holds women and minorities back.