Purpose: Effective leadership succession planning is a critical component of sustaining the vitality and success of professional organizations. As stated by Cline et al. (2019), personal growth, networking, and uniting your view with others to elevate the profession are benefits of belonging to a professional nursing organization. These organizations serve as a platform for cultivating the next generation of nurses through leadership mentoring.
Our purpose is two-fold: Develop a pathway to engage members with professional development for the seamless transition of future leaders and sustain the professional organization through potential challenges that transcend generations.

Description: This poster summarizes strategies to ensure leadership succession for professional organizations, including ANIA. This poster presentation aligns with the review of literature which supports involvement in a professional organization that provides nurses the opportunity to obtain mentors, build a professional network, and obtain leadership experience through various roles, Backonja et al. (2021). The organization must be adaptable and flexible to continue recruitment and sustainment of the membership.

Participation in professional organizations cultivates leadership skills and allows opportunities for networking and development. Networking offers the opportunity to integrate self-awareness, engagement, and diversity to interject energy into the organization. Membership provides awareness of current issues, innovation, and best practices through education.
Attrition of leaders can be combated by the inclusion of procedures for retention via a pipeline using a robust mentorship process. The research on mentoring validates an approach for associations to deliver on their purpose of support and connection. The mentors are non-judgmental and create a trusting environment with constructive advice.

Evaluation/outcome: Over the course of 5 years, the leadership succession journey has been successful, realizing a two-fold increase in executive roles. Invitations from leaders and the mentor/mentee program led to an increase in candidates for open positions. Board membership grew from 6 to 13 (54%) with the implementation of this program and networking opportunities.

The strategy of a two-year board term facilitated succession planning for future leaders with the first year mentored by the past leader to build confidence in their new role and maintain institutional knowledge. Another initiative was the implementation of open board of directors meetings throughout the year. This transparency minimizes imposter syndrome with the perceived qualifications and experience associated with leadership roles and responsibilities. To sustain a successful leadership plan, the implemented strategies will be analyzed and adjusted to ensure professional growth for the future organization.

Julie Luengas DNP, MBA, RN, NI-BC, FHIMSS

Appearances