Internal mobility—the movement of employees across different work opportunities within an organization— is an enabler of a firm’s talent strategy. Yet organizations face several barriers that prevent them from making their internal mobility initiatives fully effective. As pointed out in this article, one of these barriers is talent hoarding—where managers intentionally or subconsciously attempt to retain their best employees beyond the natural course of the working relationship and often to the detriment of the employee’s personal development. Since many managers might not even realize they are demonstrating talent-hoarding behaviors, gaining self-awareness is the first step to helping managers embrace talent mobility rather than talent hoarding. With that as the backdrop, I am resharing my post, Five Indicators of Manager Talent Hoarding, which provides a simple way to assess one’s tendency to hoard talent. Two questions/indicators include: 1) Some of the most talented people on your team are unknown to the organization. 2) You limit your top talent’s exposure to work assignments outside your team because you believe other managers will want to target them for internal movement. This resource and the Deloitte article can be used by talent and HR leaders to help their organizations make the mindset and behavioral shifts necessary to support internal mobility.