64 C ertified Talent Analyst Mindy Murphy had the opportunity to work with a highly tal- ented, hybrid manager in our Talent In- sights program. This manager had recently been promoted to a role that was a perfect fit for her. The position required her to lead people with- out being their direct manager, a tough role on its own, compounded by the fact that a recent restructure was creating a challenging environ- ment. Because of these things, it was becoming increasing clear that this manager needed to lean into her strong people acumen to bring the team along with her. Talent Insights is composed of an initial call with the candidate, their manager, and a few of us from CSS. That first call lays the ground rules, expectations and responsibilities. The next step is to do a survey of people who work directly above, with or for the candidate. This is decided by the candidate and that person’s manager. Af- ter the initial survey is done, our Talent Analyst assess the results then reports back to the candi- date and manager. What we are looking for is how well people as- sess the candidate related to the innate talents of that candidate that we see on the Profit Cen- ter Manager Interview (PCMI). Simply put, are the innate talents being seen and felt by the people around them? Specific goals related to the candidate’s talents are decided upon and the candidate works with the Talent Analyst over the course of several weeks or months (depending on the length of the program) on strategies to make their talents come to life. In this case study we repeated an- Development Case Study Drawing Out Innate Talents