Impact vampires - sounds a little ghoulish, right?

It’s worth getting a little nervous about impact vampires, because they can draw valuable energy and resources out of your business, and prevent you from having the impact that you could have.

An impact vampire is anyone who interferes with the impact you have with your business. I’m talking about the negative naysayer on your team, the one for whom there are no solutions, only problems. The mentor who doesn’t believe in your impact intentions enough to guide you in that direction. The investor who only wants to reap profits, and step over impact.

The effects of these impact vampires are often insidious. You may not notice the danger at first, but the effects accumulate. You’ll spend your precious energy undoing the damage.

How do you stop an impact vampire?

First, screen for them. When you’re hiring for your team, considering a mentor, or in negotiations with an investor, find out who they are. Ask them about their relationship with your impact intentions.

Second, have the courage to choose team members, investors, suppliers, on the basis of impact. Don’t align yourself with those who aren’t willing to help you have the impact you want to have.

Third, remove those who have snuck in under your screen. You don’t need any poisonous influences in your company.

Having impact isn’t something you do alone. You need others to help you. Choose the right people, ones who aren’t impact vampires, and you’ll have far more impact.

Author's Bio: 

Ursula Jorch is a speaker, business coach and consultant who helps entrepreneurs grow a successful business that makes a difference in the world. A 21-year successful entrepreneur herself, Ursula helps you define the difference you want to make in the world and develop strategy and marketing so you have ever-expanding impact.

Find Ursula on her podcast, Work Alchemy: The Impact Interviews where she interviews impactful entrepreneurs and leaders like Seth Godin and Marianne Williamson, and at for free resources for you and your business.

This article was originally published at and has been syndicated with permission.