And I’ve done 76 of those over my career, mostly for Fortune 500 companies, you know, critical job titles and critical business processes and all of that.īM: That’s a remarkable pedigree-I mean, incredible names, defendable research. And I started another business and then in 2004 I went solo doing basically the same kinds of things that I had been doing throughout my career, which is centered on performance-based curriculum architecture design using a facilitated group process, bringing together master performers and other subject matter experts and developing what later became known as Learning paths or Training and Development paths that were performance oriented. ![]() I then left Motorola and joined Ray Svenson’s small consulting firm. And so I was really kind of brought up, if you will, with my radio-TV-film degree, coming in the side door to training and development and got this performance orientation where we did our analysis using a derivative of a derivative of a Rummler methodology, as I was told back in those days, before I really knew what any of that meant.Īfter eighteen months I joined Motorola and I got to work with Geary Rummler on a couple of dozen projects over the eighteen months I was there. I joined the local chapter in Detroit, 95 miles away from Saginaw, of NSPI-now ISPI-and I went to the conference the next April in 1980. ![]() I really kind of got this performance orientation. Why did you send this to me?”īut I was so enthused about all this, so I got oriented to Rummler and Gilbert and Mager and then soon thereafter, the work of Joe Harless. I was so excited about that I bought four copies, sent them out to my best friends from college who mailed me back and said, “What the heck is that all about? That’s crazy. I was also given a Bob Mager book to read and I went home and read that the first night. This was a newsletter of theirs from 1970. On Day 1 I was shown the articles of his and Gilbert’s about “guidance.” So, the early name for “job aids” and performance support and all that. The ten-person department that I joined had Geary Rummler’s brother-in-law employed so I immediately was indoctrinated into a performance orientation ala the now late Geary Rummler. My first job out of college was at a small training and development organization for Wix Lumber up in Saginaw, Michigan. Guy Wallace (GW): A fortunate series of lucky things happened to me. Why don’t you start Guy by giving us a bit around your L&D journey. ![]() And that’s a perfect lead-in to our amazing person we have with us today, a hero of mine, a real visionary in my opinion, a pioneer in our industry-always has pushed the envelope-a real disrupter, which are my favorite kind. Bob Mosher (BM): This particular series is one of my favorites, Strategy Matters. This blog is excerpted from episode 37 of the Performance Matters Podcast where Bob Mosher and Guy Wallace, president of EPPIC Inc., talk workflow learning, why it’s a must, and how to get our industry really onboard.
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