A reorg is decided at the top and lived team by team. Rising Team prepares every manager to explain the change, rehearse the conversation they’re dreading and reset how their team works, while leadership sees where it’s landing.
Arti
Does this mean my role is changing?
Your role isn’t changing. What’s changing is who we report to, and two projects we’re pausing. Let me explain why.
A reorg arrives as an all-hands and a slide. Then every manager has to explain it to their own team, usually without preparing, often while they’re still taking in the news themselves. The questions people really have get answered by rumor.
Change lands in a conversation between a manager and their team. At this pace, that can’t be left to chance. It needs a system that prepares every manager, every time.
Planned changes the average employee went through in a year
Restructures, culture changes, new tech systems: more of them each year, landing on the same people, often at once.
of employees say their organization reached the goals it set for change
of leaders get their people to adopt change in a healthy way
more likely to adopt change in a healthy way when people have practiced the skills until they’re second nature
Take an engineering director. A new CTO means new processes and new priorities, two teams becoming one, and work the team cares about being deprioritized. Here’s how Arti, their AI leadership personal trainer, gets them and their team through it, and what each step adds.
Watch this reorg in the webinar replayArti helps the director draft the message for their own team: what’s changing, what isn’t, which work is being paused and why. It starts from your values and leadership principles, so every manager’s version holds together.
Arti plays a team member whose project is being deprioritized. The director asks it to get a little more upset and runs it again, then gets a score on their objective, clarity and empathy.
Two people went quiet in the meeting. Arti already knows them from the team’s sessions, so its coaching is about these two people, not people in general.
With two teams now one, the director runs Working Styles: everyone writes a user manual for how they work, so the new team doesn’t learn it the hard way. Minis in the weekly meeting keep the conversation going.
Rising Team builds a team session around your transformation framework and the new CTO’s priorities. Every manager runs it with their own team, so each team works out what the change means for their work, and hears it in the same words.
Anonymized trends show which teams are still working through the change, and the pulse after each session shows trust and connection recovering.
Most change cascades lose something at every level. Rising Team builds team sessions around your transformation framework, and every manager runs the same one with their own team, with step-by-step guidance. The direction set at the top is the one each team hears, and puts into practice.
“Rising Team has encouraged personal growth, increased job satisfaction and reduced stress for my team.”
DXC’s IT organization took on a major back-office transformation across processes, data and systems. With CIO sponsorship, every manager ran at least one Rising Team session a quarter, so trust kept pace with the change.
Before, if you can: managers do their best work on a change when they’ve planned the message and rehearsed the hard conversation before they face their team. But it helps at any point, and teams already in the middle of a reorg can start with a session to reset how they work.
Yes. Arti is built on your company values, leadership frameworks and guardrails, including topics you want kept out of bounds. Rising Team can also build team sessions around your transformation framework and priorities, so every manager and team puts the same direction into practice.
Yes, completely. The organization sees only anonymized trends, aggregated across people. Arti never passes what one person tells it into anyone else’s conversations: if a manager tells Arti they’re struggling with the reorg, that never reaches their own manager.
As much as they choose. Arti books its sessions into each manager’s calendar, and 60% of people choose to spend 30 minutes or more a week with it. Team sessions come with step-by-step guidance, and Minis take 15 minutes inside a meeting the team already has.
A pulse after each team session tracks connection and effectiveness, and Rising Team measures results against a control group. Customers see a 30% rise in trust and connection scores and a 20% or greater lift in manager effectiveness within one quarter. During its transformation, DXC’s IT organization saw 23% higher retention.
Never. Customer data is never used to fine-tune, train or improve any AI models at Rising Team or by its third-party partners, and each AI service it works with contractually commits not to train on the data it sends them.
See how Rising Team helps every manager lead their team through the next reorg, and shows you where it’s landing.
