Recently, one of the wisest clients I have ever had the pleasure of working with asked me a question that cut straight to the heart of leadership today: “Can you coach me to be more like a man? I’m sick of not being seen or heard by my colleagues. I don’t feel my skills are being valued. Why am I even here?”

There it was again – the same dilemma I’ve heard countless times. Should I coach her to lower her voice, lean in and take up space, while striving to receive credit where credit isn’t due? Surely, this would get her labeled as difficult or pushy. But what is the alternative? Stay invisible?

During our coaching session, she added, “I don’t even trust my own character and strengths as a woman.”

Here she hit the problem on the head: our leadership culture doesn’t value her. And yet, she embodies exactly what organizations need more of – a soft-spoken, incredibly wise leader who values service, thrives in collaboration, and approaches challenges with perspective and the right questions.

The fact that these qualities are so often overlooked reflects the deeper imbalance in how we define and reward leadership.

A long history of gender imbalance

Globally in 2025, only 55 CEOs in the Fortune 500 are women. In politics, only 29 out of the world’s 195 countries have a woman as head of state or government. In religion, the imbalance is even more pronounced. All of the world’s major traditions were written by men and continue to be interpreted and led by men, with only one very recent exception: Sarah Mullally was named Archbishop of Canterbury in October 2025, the first woman to hold the role in its 1,400 year history.

This imbalance isn’t just about women. It’s about all people whose skills, strengths and ways of leading don’t fit into a narrow, traditional mold. The challenge for managers is clear: how do we uncover and amplify these overlooked skills, so organizations can truly benefit from the diverse talent in their ranks?

Here are some practical ways managers can start.

1. Use assessments to uncover hidden strengths

A great starting point is to help team members learn more about their personal strengths and talents. To do this, you can use one of many widely available strengths assessments, which help employees understand their unique capabilities.

By encouraging employees to take this kind of assessment, managers can move beyond superficial performance reviews and uncover the deeper abilities that may otherwise go unnoticed.

2. Clarify and align with core values

Knowing one’s strengths is essential, but it’s not the full picture. Managers should also help employees identify and align with their core values – the principles that drive their decisions and energy. When people are clear on their values, they bring authenticity and commitment to their work.

When managers understand the values of their team members, they can assign projects and responsibilities in ways that align with personal motivations. This not only boosts engagement but also reduces burnout.

Values-driven alignment transforms ‘just a job’ into a meaningful contribution.

3. Encourage employees to define their unique purpose

Too often, people assume purpose will arrive one day in the form of a grand epiphany. Outside of Hollywood, this rarely happens. Purpose isn’t something we stumble upon – it’s something we create.

Managers can play a critical role in this process by asking reflective questions and creating space for exploration. By encouraging employees to engage in these reflections, managers help them connect day-to-day work to a bigger sense of purpose. This not only amplifies overlooked skills but also unleashes motivation that benefits the entire organization.

4. Redefine what leadership looks like

Perhaps the most important shift managers can make is cultural. Too often, leadership is equated with being loud, assertive and self-promoting. But organizations also need leaders who listen, collaborate and create environments where others thrive.

When managers recognize and reward these quieter but equally powerful leadership traits, they send a message: there is more than one way to lead. This opens the door for people – especially those from historically overlooked groups – to step into leadership without feeling pressure to conform to stereotypes that don’t fit them.

5. Create accountability for growth

Finally, managers should build accountability structures that ensure overlooked skills don’t remain hidden. This could mean pairing employees with mentors and coaches, inviting them to lead specific initiatives or simply committing to regular check-ins focused on growth, purpose and values alignment.

When managers track progress and celebrate small wins, they reinforce the message that each person’s unique contributions matter.

Encouraging diversity for a resilient future

The client who asked me how to “be more like a man” didn’t need to change who she was. What she needed – and what so many employees need – is a culture and leadership approach that recognizes and values the full spectrum of human strengths.

Managers hold the key. By using assessments to uncover strengths, aligning with values, encouraging purpose, redefining leadership and creating accountability, they can amplify overlooked skills that too often remain in the shadows.

When they do, organizations don’t just become ‘inclusive’ – they become more innovative, resilient and better prepared for the future.

Opinions expressed by The CEO Magazine contributors are their own.