This document discusses the concept of "covering" where individuals downplay or hide aspects of their identity at work in order to fit in. It finds that nearly 50% of respondents cover at least one identity, with LGBT, black, disabled, and millennial individuals reporting the highest rates of covering. Covering is driven by personal choice, organizational culture, and leadership expectations. However, covering can negatively impact individuals' sense of self and feelings of belonging at their organization. The document recommends implementing storytelling, inclusion labs, and leadership strategies to create a more inclusive culture and reduce covering behaviors.