Impact Group struggled over the years to focus on what was essential to the business. There was way too much tension between departments to make any real progress in advancing the business. Honest communication and trust were the biggest problems. Leadership team members were concerned about “saving” themselves rather than admitting things weren't working and needed a new approach. They failed to utilize the talent they had on the team effectively. They did not learn from past mistakes, which lead to multiple layoffs.
The layoffs always caused a lot of anxiety for the whole team and eroded any trust or loyalty to the business. Coworkers would work hard for each other, but there was no real sense of company loyalty because the leadership had eroded trust. Everyone started to just look out for themselves. Impact Group sells Leadership Development and Outplacement services, but they failed to use that knowledge to grow their business. While I was there, the company had multiple presidents and continually shifting priorities, giving most of us a feeling of whiplash as we shifted and re-evaluate the same business processes and explained the same areas of weakness.
Each time there was hope the new leadership direction would have a meaningful impact, but each time the new initiatives failed to be effectively implemented. As a result, business suffered. The sales team shifted focus at the direction of leadership so many times. They could not focus on what they knew was right for the clients or what was running successfully because they were always putting out fires or chasing a new idea set by leadership. New ideas are great when the idea is focused on the client and what the client is asking for.
It was disappointing to work hard and see the company struggle to gain positive traction. The pay wasn't great, and while I worked there, they stopped the retirement account % match. If the company continues to underperform or grow, I would guess that the employee salary and benefits will continue to be below the market average.
