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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Delivering 360 feedback after a 360 leadership assessment will make or break your reputation (and your effectiveness) as a consultant. Some organizations go through 360 leadership assessments and do nothing with all that data or the data is presented in an ineffective manner. Simply providing the results to the leader without discussing the results or supporting development efforts does not prompt or inspire change, according to Harvard Business Review:
The outcome? Little, if anything, changes. The mindset of the leaders who received the feedback report isn’t altered. They don’t change their behavior toward others. In most cases, this process doesn’t do any damage (other than wasting time and money), but it’s a missed opportunity — for the leader and the company.
Instead of generating a report that will only be read once, focus on a more conversational and action-driven delivery method. By discussing results with your clients, involving them in creating goals, and positioning feedback as the beginning of the journey instead of the end, you can make a more substantive impact on your client organizations. Read through these tips to make 360 leadership assessments as strong and rewarding as possible.
Delivering 360 assessment results as a consultant is nerve-racking. After all, you’re assessing their organization, delivering both good news and bad news. When you make the results sound vague, generic, or directionless, it can significantly impact how much they adopt your findings and their opinion of your business.
So, what’s the key to delivering the results?
Confidence.
It’s important to deliver the results with a clear understanding that you’re the expert and they’re paying you for your advice. Know what you’re going to say, focus on the participants and their development, anticipate commonly asked questions, and never hedge around delivering honest feedback.
While you’re being confident, you also don’t want it to be a one-sided presentation with little to no interaction or discussion. After all, your job as a consultant should be to help participants of your assessment identify developmental opportunities.
To do so, it’s crucial that you converse with an unaggressive tone and clear opportunities for your audience to respond to the feedback.
Many employees may approach the conversation aggressively or apathetically; they might not be invested in the results and may argue them away. To make real headway in sharing your results and getting positive interaction, break results into concrete terms and non-accusatory language so your participant can more quickly visualize easy avenues for improvement rather than the critique itself.
It’s also important to remember that you’re not a member of the organization. While this can help people feel more comfortable giving you honest feedback earlier in the process and remove some of the stress that their answers will affect their compensation or job, it’s still a sticking point when delivering results.
Shifting to a conversational, easygoing tone can break past that barrier from the beginning of the interaction. Focus on it being a conversation, not a presentation to ensure your participant has the opportunity to respond appropriately to the results.
Keep the conversation as concise and impactful as possible by focusing on tangible goals. If you’re a consultant, the organization you’re assessing is paying you for solutions and insight; the best way to provide this value is by giving them concrete tips, action plans, and direct goals that make your services feel immediately valuable.
This helps organizations that are on the fence about the value of 360 leadership assessments and individuals who are dubious about the process. It also reduces the friction of moving from the assessment and feedback stage to the development stage.
When individuals and teams have a clearly laid out course of action and tasks, there’s less friction to getting started. While you can’t force your clients to complete your recommendations, they are more likely to do so when those recommendations are direct development opportunities sourced from trustworthy 360 leadership assessment feedback.
Not only is that good for the organization, but focusing on tangible goals is good for your own consulting brand. Some of the benefits for you include:
Goals turn potentially negative feedback into a plan, which sets the foundation for better relationships with your client. It also helps with motivation — you can help clients set SMART goals or a timeline of tasks while motivation is still fresh.
Many of these tips have focused on negative feedback. Be confident so your audience doesn’t brush off your feedback or aggressively argue it away; set the right tone so employees are more receptive; give specific recommendations so your feedback isn’t ignored or dismissed.
However, focusing just on the negatives misses half the story.
As you’re presenting results, be sure to spend just as much time on strengths and positive feedback as you do on areas for improvement. Many participants regard feedback as inherently negative; upending that expectation can help you create better relationships and make them more invested in the process, and thus, their development.
Some strengths also tie into different goals and development processes, so you can curate training courses or recommend different goals based on individuals’ combinations of strengths and weaknesses.
You can also highlight strengths that make a real difference for the organization but might go unnoticed if you don’t draw attention to them. Discussing strengths elevates the mood in the room and builds more bonds within the organization.
When you’re delivering 360 leadership assessment results as a consultant, you have to walk a narrow path of delivering results that give organizations the resources they need to strengthen while potentially being the bearer of bad news. But walking into these meetings with confidence, ideas for tangible goals, and positive news will make the process smoother and more rewarding for everyone.
At TruScore, we’re here to help you conduct leadership assessments smoothly. We offer white label 360 assessment tools so you can gain quick insight into your client organizations, assess the results, and have all the answers you need for communicating results. Contact us today to learn more.
