| Sumario: | Significance & Background: Recent AONL data shows Nurse Manager rates of turnover are highest at 1-4 years' tenure. With the opening of a new Oncology Service Line at a community hospital, we had the unique opportunity to meaningfully develop avenues of growth, support, and professional development within a psychologically safe work environment for the Oncology Nurse Manager. Purpose: Providing an environment of support in a fast-growing service line was crucial to ensuring the Nurse Manager felt empowered and supported in her important role. Interventions: Initial discussions focused on building rapport as a Leadership team to build a foundation of trust and understanding, aligning our strategic vision for the program, identifying professional development opportunities, and identifying key areas of focus as the Nurse Manager's Span of Control expanded. The Oncology Director collaborated with the ACNO, Organizational Development Consultant, and Process Engineer to solidify support plans and appropriate tools to utilize. Baseline assessment tools included the DiSC assessment and Clifton Strengths to begin with foundational learning and communication needs and behaviors. Leader Standard Work was completed to provide a tangible tool to organize and prioritize competing responsibilities. Additional strategies implemented to support the Nurse Manager included leadership assimilation activities, weekly 1:1 meetings, Organizational Development involvement with on-boarding and navigating phases of team development, providing dedicated time for the Nurse Manager to fully engage in hospital-wide Leadership development courses and national nursing leadership finance courses, providing a seat at the table when strategic or financial planning meetings took place, and taking innovative approaches to reduce administrative burden and improve overall workload. Meaningful conversations focusing on succession planning began from service line implementation to normalize transparency, career needs, and providing a platform for professional growth. Results: Strategies implemented for the Oncology Service line have shown initial success with overall retention of the Nurse Manager as well as superior Employee Engagement scores from the Manager and all direct reports. We are proud to report strategies implemented during the Oncology Nurse Manager's onboarding were replicated for all hospital nurse managers during their onboarding and orientation one year later. Discussion: We look forward to sustaining our focus on Nurse Manager growth and retention campus-wide and sharing more long-term retention rates and satisfaction scores at 2026 ONS Congress.
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