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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.

PAUL CONNOLLY, PH.D. / Assessment Expert

Dr. Connolly’s major expertise includes organizational measurement strategies, survey design and questionnaire development, 360-degree feedback, leadership assessment and leadership development. He has extensive training and experience in psychometrics. He co-authored many 360-feedback surveys with Dr. Clark Wilson, one of the originators of the 360-feedback concept. He has also facilitated the development of surveys with well-known sports performance psychologist Dr. Jim Loehr who founded the Human Performance Institute. He has worked to create assessments with many thought leaders in the Human Resources field.

Dr. Connolly is the author or co-author of seven books and many articles. He is a licensed psychologist and member of the Association for Psychological Science and Society of Industrial and Organizational Psychology. He is a graduate of Holy Cross College and Fordham University, where he received his M.A. and Ph.D. in general psychology.

DR CHUCK 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.

A 360 Assessment for Senior Managers and Directors: Inside Advanced Management Practices

A 360 Assessment for Senior Managers and Directors: Inside Advanced Management Practices

Senior managers and directors live in a strange middle. They sit too high in the org chart for first-line management training to fit, and too far from the C-suite for executive coaching frameworks to apply cleanly. They have to plan for the future and run the quarter. They have to maximize the talent under them and absorb pressure from above. A 360 assessment built for this middle tier has to measure both halves of the job, and many do not.

That is part of why our Advanced Management Practices 360 assessment, built on the Task Cycle® framework, was the multi-rater tool our clients requested most last year. The structure was designed around what the role actually requires, and the feedback maps that whole picture in observable behaviors rather than vague trait ratings.

Here is a closer look at what this 360 assessment measures, how the structure works, and who it fits.

Why this tier needs a different 360 assessment

The competencies that define a strong director are not a smaller version of executive competencies, and they are not a bigger version of supervisor competencies. The senior manager has to do both at once.

A first-line manager’s 360 assessment (like our Management Practices survey) centers on the operational core: clarifying goals, planning the work, coaching the team, reinforcing performance. That is the right scope for someone with five to ten direct reports and one functional area of responsibility.

An executive 360 assessment (our Executive Leadership survey) leans into broader judgment: setting direction, customer focus across markets, organizational savvy, delivering results across business units.

The senior manager and director live in the overlap. They are still close enough to the work to coach and develop their teams. They are also far enough out to be expected to set vision, read the market, and drive a strategic agenda. A 360 assessment designed for either neighbor misses something important about the role they actually have.

AMP was built specifically for that overlap.

What the Advanced Management Practices 360 assessment measures

AMP is structured around the Task Cycle® framework, the universal model of work developed by organizational psychologist Clark Wilson in the early 1970s and used as the structural backbone of every TruScore assessment. The framework breaks any complete unit of work into six phases. AMP asks raters to evaluate the senior manager’s behavior across all six.

  • Phase 1: Entrepreneurial Vision. Envisioning opportunities, establishing goals, taking informed risks, and championing innovation. The work of setting direction.
  • Phase 2: Planning for the Future. Market insight, business acumen, collaborative planning, customer focus, clarity of communications. The work of translating vision into a workable plan.
  • Phase 3: Maximizing Talent. Cross-team collaboration, empowering employees, building a team environment, coaching for performance, and managing conflict. The work of getting the right effort out of the people under and around the manager.
  • Phase 4: Feedback. Openness to feedback. A single competency, by design. At this level, the expectation is that the manager actively seeks input and integrates it.
  • Phase 5: Driving Towards Success. Standards of performance, persuasiveness, and goal pressure. The work of holding the line and pulling the organization toward the result.
  • Phase 6: Recognition. Recognizing and rewarding the contributions of others. The work of reinforcing what should continue.

Each phase contains competencies measured by specific, behaviorally anchored items. Raters do not score abstract traits like “is strategic.” They rate observable behaviors: how often the manager builds consensus around long-term goals, how often they coach a direct report through a setback, how often they communicate market changes clearly. The full assessment is 67 scale items plus three open-ended responses, gathered from Self, Manager, Peers, and Direct Reports. A separate outcomes section measures the climate those behaviors produce: Trust, Tension, and Effectiveness.

Why the structure works for this role

The shape of AMP tells you something about the senior manager role itself.

Maximizing Talent carries the most weight. Five competencies sit under this phase, more than any other. That ratio reflects something our team sees over and over in the field: at this level, the highest-impact work is not strategy or execution in isolation, it is the manager’s ability to multiply effort through the people they lead.

Feedback is one competency. Not because it is unimportant, but because at this level you are expected to be a receiver of feedback rather than a developer of feedback-giving skill in others. The behavior measured is openness: whether the manager invites input and acts on it.

Driving and Vision sit on opposite ends of the cycle. A senior manager who is strong at one and weak at the other almost always shows up in the data as a development priority. The instrument is designed to surface that imbalance, not paper over it.

The outcomes section closes the loop. Trust, Tension, and Effectiveness are not behaviors the manager controls directly. They are the climate the manager’s behaviors produce. Comparing the behavior scores against the outcome scores tells a development conversation what to focus on first.

Who this 360 assessment is for, and who it is not

AMP fits when the population you are developing has director-level scope: budget responsibility, cross-functional coordination, accountability for a meaningful slice of strategy. Functional VPs, senior directors, and people promoted into expanded leadership roles all read AMP results as relevant to what they actually do.

AMP is not the right tool for a CEO or executive team (use Executive Leadership or Leadership EQ instead) or a first-line supervisor (use Management Practices or Leadership Competencies for Managers instead). If you are not sure where your population sits, our team will help you map it. And if your competency model does not match any of the off-the-shelf 360 assessments cleanly, AMP’s underlying library can be customized to fit, without compromising the norm-tested reliability of the items.

If you want to see the full AMP profile, sample reports, or talk through whether AMP is the right fit for your population, start a conversation with our team and we’ll walk you through it. More on the broader assessment lineup: truscore.com/360-degree-assessments/.

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