The author begins this chapter with evidence showing that not only do men tend to secure more desirable jobs, positions, or projects, they are also less likely to be burdened with administrative or menial tasks that do not benefit their careers, which are instead often assigned to minority groups. As a result, minority groups, despite doing a large amount of work, are not given tasks that allow them to acquire new skills or visibility with higher-ups, hindering their upward career movement. This affects the overall health of the company, as employees who feel overburdened and under-recognized are more likely to leave. While CEOs might invest in DEI initiatives, without restructuring access to opportunities to make them more equitable, they will not be able to retain these groups. This creates vulnerability within the company; if certain employees are consistently tasked with the same work because they are known to be capable, this creates skill gaps and puts the company at risk should those individuals leave. All employees need access to equal opportunities for work, both administrative and prestigious, as their colleagues. This does not mean assigning glamour work to those unqualified for it, but rather restructuring project delegation so that administrative tasks are evenly distributed among all employees, thus giving everyone equal time and ability to take on more prestigious projects. The chapter concludes with suggested frameworks and interventions that can help accomplish this two-fold mission.