In a bid to bolster its internal leadership pipeline and elevate future GMs from within, Atrium Hospitality has launched AtriumRISE, a nine-month development program tailored to high-potential assistant GMs. The initiative expands on the company’s WomenRISE program, broadening eligibility to include both women and men poised to take on these leadership roles.
“AtriumRISE supports participants’ aspirations to level up in their hotel careers,” said Anneliesse Cooper, chief HR officer, Atrium Hospitality. “We learned a lot from conducting our WomenRISE training program last year, and we’ve applied those meaningful insights to the development of AtriumRISE.”
The inaugural class includes seven assistant GMs from Atrium-managed hotels across Arkansas, Florida, Iowa, Oklahoma and Texas. The program, which began in June and will run through March 2026, includes structured coursework, mentorship and access to national certification opportunities. It is part of the company’s broader strategy to promote from within and align leadership development with business performance goals.
Cooper noted that while WomenRISE—launched in 2024—was successful in enhancing confidence and visibility for female leaders, the new program builds on that foundation with a wider focus.
“We decided to broaden that program this year to make it AtriumRISE and have both high-potential women and men leaders included,” she said. “We modeled it after WomenRISE, but we made enhancements based on feedback and aligned the content more directly with our operational KPIs.”
Strategies for success
While WomenRISE had an emphasis on boosting confidence and internal visibility for women, AtriumRISE zeroes in on operational acumen, leadership training and measurable performance. Key components include 360-degree assessments, access to a university-level online leadership curriculum and participation in the American Hotel & Lodging Association’s (AHLA) Lodging Manager Apprenticeship Program.
“We are very much tied into our Atrium leadership model,” said Cooper. “There are specific technical topics but also a lot of leadership content to help participants lead from the GM seat.”
The program is not only about professional development—it’s also a strategic investment in retention and company culture. “One way you make an impact in your career is by helping others grow,” said Cooper. “This kind of leadership development ties directly into our core values—service, perseverance, inclusion, respect, innovation and teamwork [SPIRIT].”
Participants receive one-on-one coaching to help interpret their 360-degree assessments and set personalized development goals. The company has also created career maps across various functions to encourage transparency and support career mobility.
“It drives empowerment and inclusion,” she said. “We want every associate to feel like they can raise their hand and say, ‘I want to be in that role someday.’”
Atrium’s HR and leadership teams identify candidates for the program through an annual portfolio-wide talent review. The selection criteria include leadership potential, performance on key metrics, expressed interest in a GM role and willingness to relocate—an important consideration for a company with hotels in 25 states but limited market overlap.
“We don’t have a lot of hotels in the same city,” Cooper said. “So, to take that step for the first time, relocation is often necessary.”
Although the program is still in its early stages, Atrium expects the long-term benefits to be significant. Cooper acknowledged that success won’t be measured overnight. “The actual fruits of this labor will take time,” she said. “We’re helping prepare people to be ready but also evaluating that readiness.”
Participants will complete mock interviews with Atrium’s regional VPs of operations to simulate the hiring process and further assess their preparedness. “They may not all be ready immediately,” Cooper noted, “but they’ll always be on the candidate slate for any open GM role.”
Beyond building a “bullpen” of GM-ready leaders, AtriumRISE aims to foster a ripple effect across the organization. “Even those who aren’t in the program see it happening,” she said. “It shows that Atrium is investing in our associates’ careers. That visibility alone boosts morale, engagement, and ultimately, retention.”
While the program is designed to elevate leadership potential, it also supports Atrium’s diversity, equity and inclusion (DEI) goals. The original WomenRISE program helped the company increase the number of female GMs, both directly and indirectly.
“We’ve seen more women step into GM roles—even those who weren’t in the program,” Cooper said. “They gained confidence by seeing others being advocated for, and that has made a lasting impact.”
With AtriumRISE now in motion, the company is positioning itself to not only fill leadership gaps but to do so with leaders who already understand the culture, systems and values of the organization.
“That internal knowledge is priceless,” said Cooper. “It shortens the ramp-up time and helps our new GMs hit the ground running.”
As AtriumRISE progresses, the company hopes to continue refining the program and measuring its long-term outcomes—while keeping a focus on people, performance and inclusive growth.
