ORIGINAL ARTICLE The Top 30 Rising Stars Program: An inter-organizational approach to leadership succession planning Katie Dilworth, MHSc, RN, CCHN(C); Sara Lankshear, PhD(c); Maureen Cava, MN, RN, FCCHSE; Jacqueline Aldred, CHRP; Nancy Hawkes, MA; Nancy Lefebre, RN, BScN, MScN, FCCHSE; Jennifer Price, MScN, RN, ACNP, CCH(C); Valerie Lawler, MWH, RN Abstract—An effective leadership development program is an organizational investment that advances individual performance while strengthening organizational capabilities. The Top 30 Rising Stars Program is a leadership succession program designed to enable leadership capacity building within and across organizations. Key components of the program include formal learning, stretch opportunities, and mentorship. Evaluation results reveal high participant satisfaction and an increase in reported self- confidence in their ability to assume a formal leadership position. A n effective leadership development program is an or- ganizational investment that advances individual per- formance while strengthening organizational capabil- ities. Strengthening individual skills results in participants becoming loyal employees and enhances retention. Recent nursing human resources planning data in Ontario demon- strates 56% of nurses working in administrative/formal lead- ership positions are 50 or older. 1 Expectations of imminent re- tirement presents major challenges for healthcare organizations. There is ample evidence of the importance of strong nursing leadership to staff satisfaction and intent to leave. 2 Kramer & Schamlenberg 3,4 identify strong, visible nursing leadership as an essential characteristic of a Magnet Hos- pital. Home healthcare sector literature describes the im- portance of competent, supportive managers, who are knowledgeable about the community, enable autonomous practice and provide feedback and coaching. 5–7 A need exists to develop leadership competencies and talent among the next generation of nurses to prepare them for a variety of leadership roles. 8 –11 Without a conti- nued commitment in nursing leadership development, the future of healthcare organizations are at risk. 12 Succession planning is critical to strategic success. 13 It is a process of identifying and nurturing a pool of potential can- didates for leadership positions by moving them through different opportunities to develop a range of knowledge and skills. 14 The key components of an effective leadership develop- ment program include mentorship and formal training blended with job rotations including special projects and coaching. 15 As leaders in the provision of ambulatory, community care and public health ranging from prevention to pallia- tive care, Women’s College Hospital, Saint Elizabeth Health Care, and Toronto Public Health recognized the need to create strategies for nursing leadership succession plan- ning. An opportunity to apply for HealthForceOntario pro- vided the impetus to take action. As diverse organizations who provide health services outside the “typical” hospital setting, they required a unique set of leadership compe- tencies (e.g., leading “virtual” teams). The frameworks used were Byham’s “Acceleration Pool” 16 and “Communities of Practice (CoPs).” 17 The accel- eration pool principle is the development of a pool of candidates using “stretch” assignments that offer learning and high-visibility opportunities. Candidates receive formal training, participate in action learning sessions, and get feedback and coaching from mentors. The concept of an acceleration pool was attractive due to the limited time frame of the program and urgency of the problem. CoPs share a concern or a passion for something. They learn as they interact and are pulled together by the con- nections of the members and their shared interests and challenges. 17 Pollin describes lateral mentorship develop- ment through CoPs as all members having the opportunity to learn from one other. 18 CoPs are characterized by shared learning, collaborative teaching, and collegial relation- ships. 19 They interact, learn together, build relationships, and develop a sense of belonging and mutual commit- ment. 20 Previous experience with CoPs between partners had been very successful with certification study groups. METHODS The Top 30 Rising Stars Program selected 10 nurses from each organization to participate. The program name recognized new leadership needed to come from the younger ranks (the From Toronto Public Health, Toronto, Ontario, Canada (Dilworth, Cava and Aldred); Relevé Consulting Services, Penetanguishene, Ontario, Canada (Lankshear); Saint Elizabeth Health Care, Markham, Ontario, Canada (Hawkes and Lefebre); and Women’s College Hospital, Toronto, Ontario, Canada (Price and Lawler). Correspondence: Katie Dilworth, Toronto Public Health, 277 Victoria St, Toronto, Ontario, Canada M5W 1B2 (e-mail: kdilwor@toronto.ca). Healthcare Management Forum 2011 24:68 –71 0840-4704/$ - see front matter © 2011 Canadian College of Health Leaders. Published by Elsevier Inc. All rights reserved. doi:10.1016/j.hcmf.2011.01.006