SCANNER FREEMONT / Data Analyst
Freemont is responsible for the digital conversion of survey responses while adhering to strict quality standards set forth by its managers. Freemont began its career at TruScore in 1996 as a Data Analyst and quickly became pivotal to TruScore's success. As the years passed, Freemont has slowly matured into part-time Data Analyst while also holding many positions in the work environment including On The Floor, On The Empty Desk, and Hold The Door (AKA Hodor).
RON SACCHI / Master Coach
A former Operations Manager in the High Tech Industry, Ron Sacchi brings decades of leadership and management experience to the organizational development and the executive coaching arena. An energetic thought-leader with a track record of success in all areas of Human Capital development, he has consulted and coached managers in start-ups, joint-ventures, high tech, pharmaceuticals, and media. Because of his business acumen and creative approaches to behavioral change, he is respected in the HR community specifically for the ability to direct, motivate, influence and inspire leaders to improve performance.
Holding an MBA from Saint Mary’s College, Mr. Sacchi is also licensed in various management, leadership and psychological profiling tools.
CARLANN FERGUSSON / Master Coach
Carlann inspires leaders to reconnect to their individual purpose and lead with contagious energy. She ensures leaders gain deep self-awareness and eliminate self-sabotaging behaviors. Her guidance is based on coaching, training and selecting hundreds of executives across diverse companies as well as her own journey into the executive ranks.
Carlann is the author of the highly acclaimed book The Insightful Leader: Find Your Superpowers, Crush Limiting Beliefs and Abolish Self-Sabotaging Behaviors (Praeger, June 2018). She holds a master’s degree in Industrial-Organizational Psychology. Her thirty years of experience include leadership roles in Fortune 500s, the private sector, and the U.S. Government. Carlann has been a featured guest on ABC News Radio, Wharton Business Radio and has been cited in CBS MoneyWatch, International Business Times, Newsday and Workday.
DR CHUCH MELTZER / Master Coach
Dr. Chuck Meltzer is a Master Coach and President of the SynTECGroup, an organizational development consulting firm. As an executive coach, he draws on his training at a doctoral level in psychology, direct senior management experience and management consulting with a wide cross section of industries. He has developed an extensive series of strategies to assist leaders in creating organizational wide and personal change. Dr. Meltzer has a decade of direct senior management experience and 20 years’ experience functioning within his consulting and coaching practice. His coaching approach is solution focused and time framed. Based on determined goals, a personally customized approach to the process has enabled his clients to realize sustainable change in a manner that allows them to enhance their effectiveness and success as leaders within their organization.
Dr. Meltzer is certified and a master trainer in several coaching assessment tools that he employs within his practice.
ERIN HIRSCHLAND / Master Coach
Erin is an organization development expert with nearly two decades experience serving organizations of all sizes across industries on a broad range of issues. Working with leadership teams, she helps articulate an actionable vision and corresponding values, connecting these to organizational strategy, execution and results. Her tools of choice include senior team retreats, one-on-one executive coaching and proven survey and related instruments.
Erin’s additional expertise includes designing employee selection systems, developing performance management tools that increase performance across the organization over time and employee and customer experience metrics. An effective facilitator and coach, Erin works with leaders and their teams to build trust, commitment and results.
She holds a Bachelor of Arts degree in Psychology from the University of California, Santa Barbara and a Master of Arts degree in Industrial/Organizational Psychology from the University of Colorado.
SONYA D HAMILTON / Senior Assessment Consultant
Sonya is a Senior Assessment Consultant at TruScore with over 24 years of experience designing and delivering 360 feedback solutions and providing 360-based coaching, training and interpretation.
Sonya has extensive experience working with Managers and Leaders, guiding them through the feedback and development journey and providing insights and direction to help maximize their impact within the organization. Sonya’s areas of expertise include 360-based coaching, 360 data analysis and interpretation, Train-the-Trainer certifications, facilitation, survey & questionnaire design, and the design and delivery of assessment programs.
Sonya has a Bachelor’s degree in psychology and a Master’s of Science degree in Industrial & Organization Psychology from Springfield College with a specialty in Counseling and Psychological Services. She is a Master Trainer for TruScore and the Clark Wilson Task Cycle surveys receiving a Certificate of Achievement in “How to Train a Trainer”. In addition, Sonya is certified to administer a variety of other psychometric instruments including employee engagement and organizational instruments as well as the line of Hogan Personality Assessments.
KAYLEY MOTZ / Assessment Advisor
Kayley draws on her extensive customer service background to provide clients with prompt, quality support. In her role as Assessment Advisor, Kayley works to ensure clients’ needs are being met. She assists in project set up and management, as well as processing and quality checking feedback reports. Kayley also aids in the execution of the day-to-day responsibilities of the production team, such as coaching session scheduling and tech support.
CRYSTAL HUGHES / Assessment Advisor
Crystal leverages her extensive background in Industrial-Organizational (I-O) psychology as she manages the day-to-day operational and tactical aspects of multiple and large scale projects for TruScore.
Crystal assists clients with setting up and managing feedback projects, and serves as the point of contact throughout the entire process. She quality checks feedback reports, and provides tech support when needed.
ELLIE SOLOMON / Assessment Advisor
Ellie manages project implementation for the entire 360 assessment feedback process and ensures that each client’s unique needs are met on time and in an efficient manner. Ellie consults with clients who use TruScore’s off-the-shelf Task Cycle® instruments as well as providing hosting solutions for clients using their own survey content, including custom processes and reports. She helps clients navigate through the TruScore® survey hosting software, having literally written the handbook that several clients are using.
She coordinates and implements all translation efforts, including soliciting bids, managing timelines, providing files to the translation companies, implementing translations for the web pages, and testing.
ULLA WESTERMANN / Software Engineer
Ulla uses her years of experience as a software engineer to maintain and add new features to TruScore's applications. She also helps with customizing feedback reports based on client needs.
HANK CURTIS / Business Development Manager
Hank manages and assists in the analyzing, planning, research, and development of TruScore’s objectives and strategic plans in order to achieve business opportunities, growth, and financial profitability.
Hank drives the expansion of TruScore’s direct sales, establishes relationships with TruScore’s clients, identifies clients, and keeps up-to-date on industry trends and client developments.
TAYLOR BRANTON / Bookkeeper
Taylor is responsible for managing payroll and employee fringe benefits programs, in addition to organizing company gatherings and outings. Taylor oversees day to day accounting needs as it relates to client invoicing, accounts payable, and general compliance requirements. She also has a hand in month, quarter, and year end reports and works closely with the CEO and CTO to furnish details necessary to make accurate business projections and decisions.
KURT BLAZEK / Design Director
Kurt uses a unique blend of strategic thinking with dynamic executions to create TruScore’s visual and interactive design. He is responsible for creating, evolving, and sustaining the company’s brand to internal and external stakeholders through multiple mediums. He oversees all of TruScore’s digital strategies, along with the implementation of social media tools and techniques.
Kurt leverages TruScore’s marketing and messaging information to identify, evaluate, and apply methods to maximize the effectiveness of the search campaigns across all of the major search engines. He tracks and measures the ROI of search engine rankings, direct print, and marketing websites.
JOSH SHEETS / Chief Operations Officer
Josh is responsible for all day-to-day aspects of managing the operations and various functional areas including business development, sales and marketing, client delivery, vendor relations, human resources, and IT.
Josh helps to ensure outstanding customer service, and the administration of long-term and day-to-day business processes that complement the delivery of high quality, innovative customer-focused survey tools, assessments and hosted survey offerings.
TOM KUHNE / Managing Partner and CTO
Tom joined TruScore in 1995 and has served in a number of roles, including Data Analyst, IS Manager, and VP & CIO. In his current role as Managing Partner and CTO, Tom is the driving force behind TruScore's technology vision for the present and the future. He manages all aspects of TruScore’s information systems, ensuring all systems meet the highest functionality and security standards.
Tom enjoys working hand in hand with clients and partners to make sure TruScore® delivers the technology and advancement that has become expected of it as a leader in the online assessment marketplace.
DEREK MURPHY / Chief Executive Officer
Derek joined TruScore in 1996 and has served in a number of roles, including Data Analyst, Operations Manager, and President & COO. In his current role as CEO, he is responsible for planning and implementing the strategic direction of the company. In addition, Derek is involved in product development and overseeing the day-to-day business operations for TruScore.
TruScore founder Dr. Daniel Booth, a pioneer in the field of assessment of leadership and management skills, served as a mentor to Derek for more than a decade. During this time, Derek became certified on TruScore’s full line of management and leadership assessments. He currently uses these skills to lead content debriefings with customers and partners on a regular basis.
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I’d grab my notebook, dash out of the office bounce up the stairs, and enter the hall where my mentor’s office was. I’d walk in the office saying “Hi Linda,” and prepare for my one hour of enlightenment. We talked about the inner workings of the organization, what she had learned about working with one particularly difficult stakeholder, and how I might better handle a performance issue on my team. We met bimonthly until we started running out of topics. Then one of us would cancel the meeting because of more urgent priorities. Pretty soon the mentoring unintentionally faded away. The arrangement had been helpful, but not powerful.
Years later, I was the mentor and the same process was repeated. Luckily, my mentee and I became friends so we dutifully continued our meetings, but we weren’t always talking about work related topics. Those topics had dwindled. Looking at just the mentoring, I’d have to admit it was helpful, but not powerful.
Fast forward a few years and I’m once again a mentor. However, this time I’ve spent over twenty years coaching leaders, so when my mentee and I are done discussing the usual topics I can’t help but throw quite a bit of coaching into the relationship. I include a few assessments to help my mentee uncover his strengths and challenges. We have several very deep, insightful discussions; for both of us. He starts telling the organizers of the mentoring program how powerful his meetings are. They come to me and ask what I’m doing differently. It makes me ponder the differences.
Most mentoring programs are designed using a training paradigm. The expectations under this paradigm are that the mentor and mentee will discuss topics that will increase the mentee’s knowledge, skills, abilities and behavioral awareness. So the leaders dutifully discuss company politics, how to get things done in the organization, how to present to different stakeholders, how to work with a difficult leader, or how to manage a conflict situation. All of these and similar discussions cover important topics.
If we just keep to the training paradigm, the topics will start to wane in about 4-6 months. The discussions will become more forced as the partners search for things to talk about.
However, if we add another paradigm to the mentoring, we can create much more impactful experiences. By combining the training paradigm with a personal change paradigm, we add the expectations of discussing behaviors, beliefs, personal insight and awareness.
Ok, before you start squirming at the thought of having these discussions, recognize that they don’t have to be as subjective as you are probably worried about. Coaches have these discussions every day. They are based on data that the leader either shares or is shared through validated assessments. If the coach administers the assessment and talks to the person on how to interpret their results, it is a helpful discussion. However, if the coach has taken the assessment him or herself, has worked to improve their own behaviors, and has made significant change, then the coach can add a different dimension to the discussion and the conversation becomes powerful.
This is also true of leaders who serve as mentors. If the leader has done their own insight and personal growth work, they are a more mature and effective leader. They can share their journey of personal change with the mentee and guide the mentee through their own self-reflection and discovery.
Just as in any change model, the leader can only take others as far as he or she has gone in accepting change. If you want leaders to be powerful mentors it is important that they not only have the knowledge, skills, abilities and general behavioral awareness to be great leaders; it is also important that they are leaders who seek out feedback and challenge their own behaviors and beliefs. Not only will they share their skills, but they will also share their insights and encourage the mentee to look within for change.
To create impactful mentoring programs, start now by creating an organization built on both a training and personal change approach. Create a culture of feedback. Ensure leaders at all levels of the organization get both competency and behavioral feedback to make them amazing leaders and mentors.
Carlann Fergusson
Carlann Fergusson is owner of Propel Forward LLC (www.propelforward.com). Propel Forward LLC provides consulting, coaching and learning solutions on vision, strategy, organizational design, culture and leader capability. Carlann Fergusson has twenty-five years of experience with global Fortune 500 companies, privately owned businesses, state and federal governments, and non-profits. She brings proven diagnostic skills and keen insights to deliver a solution tied to your desired business results.
