Classy, Inc reviews

There is not pathway for growth or opportunity currently. Many people are being told to wait it out while doing the same job day in and day out, hitting numbers, but not seeing any chance to take the next step. All the while, higher level execs are being brought on to cut costs and slowly delete departments. They claim to be an ethical company with high moral standards by “empowering the world for good” but are just burning bridges with non-profits because of the endless cold outreach- calls, emails, LinkedIn, Facebook or any way you can hunt people down to ‘take a call’. A lot of the management doesn’t seem to makes sense; some people are underqualified while others seem to be overqualified for their position. There is no stability, but they won’t let go of the people that are underperforming either. It’s pretty sad. For those who don’t meet or exceed their expectations, they are put on “performance plan” where you’ll be micromanaged until you meet their unrealistic expectations or quit voluntarily. It may be because they dont want to pay unemployment but it seems beyond unethical to string people along all while belittling them. I’ve seen it happen too often. To be honest, the turn over is unlike anything I’ve seen before, with top-heavy management (many of whom have never done the job themselves) that practice intimidating and outdated techniques. Clients aren’t happy, the software is sub-par but expectations continue to increase- all the while you’re working 50-60 hours to allow for time at home where you are required to prospect your own leads and work accounts that have asked to not be contacted.

Lack of direction among leadership. In my short tenure, I had 3 managers in 5 months. In the first 3, quotas were raised twice (once without even notifying new hires). Despite being around for over a decade, the incessant changes were due to "being a startup." However, several of these changes included pricing, leadership, and "optional" trainings that resulted in overworked, stressed, and micromanaged employees who were basically punching a timecard. Management takes a very blanketed approach when it comes to coaching. They assume all reps learn/have the same areas of improvement and don't seriously take the time in learning each reps' strong-suits and working with them to approve areas of weakness. After a decade, one would think a sales team would have more ideas on how to create a successful sales culture and truly cultivate growth on the team. Additionally, promotions don't seem to be based on expertise but rather on if they like you and if you've been around for a while (ie. managing a team and role that the manager has never even done). Growth seems stifled until they can figure out their true position in the market and feel confident in a process that doesn't work. MEDDIC for SMB isn't as applicable as it is to mid market or enterprise, and until the President pays more attention to this segment, I'm fearful management will continue to "lead" with updates rather than insightful coaching. Lastly, there is a culture of fear rather than a culture of growth and this ultimately was the tipping point in moving on as I don't see this approach changing.