Internal mobility is crucial in motivating and retaining talent. However, not all top-managers are equally skilled in spotting and assessing potential. This article is an account of a process at a unit of the netherlands railways that shaped the way management views and deals with potential in the organisation. The process started with the belief of one person, the newly appointed director Pamela Boumeester, that every manager has the responsibility to develop the potential of his or her employees for the organisation. This article describes a perspective of how an organisation can come to terms with recognising potential, along with ten ' try this at home' steps.