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Brian Stahl is manager of Sales and Clinical Training for IV Therapy and Vascular Access at B. Braun Medical Inc., where he has been employed for the past 15 years. He earned his Bachelor of Science in Nursing from West Chester University and is an RN. He also holds professional certifications as a CRNI and PLNC. Brian has been is a contributing author of a number of articles aimed at advancing clinical education and training as it relates to peripheral IV access.

Brian Stahl

Here are three lessons we learned from our process of creating the online simulation for the sales team of a medical device company.

3 Lessons From Converting a Face-to-Face Role-Play Into an Online Simulation

Like many of you, I constantly was in go mode. I took on too much, was frazzled by how much I needed to do, lost sleep, and exhausted myself to the point that when saying no became too difficult, I said yes, and the entire cycle restarted.

Retraining Your Brain: Learning to Say Yes Intentionally

During a recent ATD online course, Essentials of Brain-Based Learning, the instructor, Margie Meacham, shared ideas for brain-aware activities that support engagement, retention, and application. The large group divided into small breakouts to delve further into how these activities, such as flash cards, graphic organizers, and videos, are actually used in their respective organizations. Back in the large group discussion for sharing excellent practices, one participant mentioned a technique that had not been discussed: concept posters. Concept posters are a staple for ATD Forum labs and sessions at the ATD International Conference and Exposition. Generally, they are customized and adapted for both the theme and the approach. They were also used during the 2014 ATD Forum Fall Lab at Cochlear in Centennial, Colorado, where the theme was The Suite Spot: Developing Agile and Innovative Leadership. Sample concept posters are provided based on this session. The purpose of a concept poster, a human-centered design method, is to concisely and visually convey the essence of a concept, idea, or point of view for the purpose of gaining support for implementation. It can serve as part of a business case to move an organization from the current state to a future state because it is a visual pitch story. The tool graphically conveys a compelling point of view; thereby, promoting a shared vision within a group. Additionally, concept posters help groups obtain buy-in from decision makers and provide a roadmap for moving forward. Developing Concept Posters Because the brain processes images faster than words, you can convey ideas much more succinctly in this graphical manner. The active physical engagement (doing) of the participants also contributes to neural connections. When facilitating the development of a concept poster, set the context by demonstrating how the concept poster can distill of a lot of information into its core essence by using a compelling graphic and a few words. The primary rules for a concept poster include being self-explanatory and visual. Using a blank large sheet of paper, the facilitator can sketch a quick outline of where elements might appear on the poster or show an example. Some of the components might include the following: title for initiativetagline for initiativeprimary stakeholderskey featuresprimary goalstimeline for implementationbenefits of the initiativesketch or diagram the idea. Easel size paper is ideal for sharing and communicating with others. While a concept poster can be either an individual or small group activity, it can be completed in 15-30 minutes. Once completed, feedback on how others understood and received the message is extremely valuable. In some Forum labs we have added a formal process for reviewing and feedback. Having other participants use questions to get further clarity can be meaningful and helpful. For this feedback process we place the posters on the wall and let another group use a “check list” and discussion to assess the poster for clarity and meaning. Here are some resources to assist with developing a concept poster. Like all new activities, sometimes it is more effect to “just do it” and not introduce it as a “concept poster method for the human-centered design toolkit.”Resources Innovating for People: Handbook of Human-Centered Design Methods. LUMA, 2012. “Concept Poster Session” by Gamestorming Blog.“Inside the Learning Brain” by Nick Van Dam. T+D, April 2013. “Tool: Business Design Concept Poster” by Noise Between Stations Blog. “Speed of Processing in the Human Visual System” by S. Thorpe, D. Fize, and C. Marlot. Nature, 1996, Volume 381. Effectiveness of Visual Language, Wharton School of Business Infographic.

Concept Posters: Incorporating Brain-Aware Methods into the Curriculum

 By 2025 Millennials, individuals between the ages of 20 and 35, will comprise 75 percent of the global workforce. Organizations are justifiably concerned about attracting and retaining them. Many articles on Millennials often focus on their desire to find purpose in their work and to collaborate. But to truly understand Millennials requires a broader perspective. Longing to Connect When the global marketing firm McCann WorldGroup surveyed 7,000 Millennials in 2011, it found that more than 90 percent of those surveyed rated “connection and community” as their greatest need. As the researchers put it: “To truly grasp the power of connection for this generation, we can look at how they wish to be remembered. It is not for their beauty, their power, or their influence, but simply for the quality of their human relationships and their ability to look after those around them.” Connection is a bond that promotes affection, trust, and cooperation. Connections can be tight, as with family members and close friends; or connections can be loose, as with acquaintances. The opposite of connection is to feel unsupported, left out, or lonely. Feeling Disconnected Despite their avid use of social network sites and cell phones, whether for calls or text messaging, there is evidence that Millennials actually experience less connection these days. While it may seem counter-intuitive, increased media use is a contributor. Excessive media use has been shown to diminish connection. Research by Norman Nie at Stanford concluded that an hour spent on the Internet reduced face-to-face contact by 23.5 minutes. The lack of meaningful connection makes individuals vulnerable to stress, anxiety, depression, and addiction. Connection is one of the most effective ways human beings cope with stress. Feeling connected to others reduces the levels of stress hormones, including cortisol, epinephrine, and norepinephrine. Without connection and other healthy means of coping, stress has been shown to produce emotional and behavioral disorders, including anger that leads to a fight response, fear that leads to a flight response, and depression that leads to the body shutting down. Many people deal with their stress by self-medicating with the use of alcohol, mood-altering legal or illegal drugs, binge eating; cutting; or promiscuity. These behaviors provide short-term relief by stimulating the brain’s reward centers, but they eventually rewire the brain with a negative-reward reaction so that cessation exposes the addicted individual to unpleasant sensations of withdrawal. Creating Connections  Employers are wise to help Millennials experience the connection they desire so they perform at the top of their game and avoid negative coping behaviors. Here are three ways for employers to connect with their Millennial workers.Communicate an Inspiring Vision—and Live It. Millennials want to work for a cause greater than themselves. Being part of an organization that has a mission that serves others helps. Meaningful core values also connect Millennials to the organization, especially if they see leaders living them out. I recommend identifying and consistently communicating simple and memorable phrases that reflect your organization’s mission and values. Here are a few examples: The most useful and ethical financial services in the world (The Charles Schwab Corporation) Connecting People with HealthCare (Beryl Companies) Opening the Highways for All Mankind (Ford Motor Company) The Change Agency (FCB New Zealand) Making Cancer History (M.D. Anderson Cancer Center) Learning to Change the World (TCU) Don’t Be Evil (Google) Strive for perfection, settle for excellence (Alpha International) In the spirit of straight talk (Pfizer)  Value Them. Valuing people is the heart of connection. Take time to get to know Millennials, including their career aspirations, past work experiences (ask what fired them up and what burned them out in past jobs), their strengths, the skills they want to develop, and even what there interests are outside of work. Encourage and mentor them so they learn and grow. A 2014 IBM Institute Study showed that Millennials prefer face-to-face contact when they are learning new skills. When you give Millennials projects to complete, don't micromanage. Be clear about what you want them to deliver, and let them know you are available if they run into obstacles or would like your advice or assistance. This gives them autonomy and conveys your respect for their competence. Give Them a Voice. Many Millennials want to be in the loop and have a voice in decisions that affect them. This isn't always possible when time is of the essence. However, if the situation permits, explain what you are thinking about an issue and ask them what is right, wrong, or missing in your analysis and perspective. Consider their opinions and ideas, then implement those that make sense—giving them credit it’s when due. Communicating an inspiring vision and living it, valuing people, and giving them a voice engages Millennials (and the rest of your employees as well). You’ll find that engaged employees put greater effort into their work, align their behavior with the leaders’ and organization’s goals, and more fully communicate so that decision makers have better information to make optimal decisions  These advantages provide a powerful source of competitive advantage. Editor’s Note: This post is adapted from Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work.

3 Ways to Connect with Millennial Employees

When things are changing rapidly, fear doesn’t just linger—it multiplies. It moves through teams quietly, often unspoken but deeply felt. Deadlines are missed, meetings lose direction, and initiative dries up. Employees do the minimum to avoid risk, and leaders (especially new ones) find themselves reacting rather than leading.We’ve seen what fear does to an organization: it drains energy, clouds decision making, and halts forward motion. We’ve also seen what happens when leaders choose something different. They don’t ignore fear. They acknowledge it, then replace it with something far more powerful: clarity, trust, and action.Fear Isn’t Just Emotional—It’s OrganizationalFear shows up in systems, not just people. When it becomes baked into how your organization operates, you start seeing common patterns:Teams avoid tough conversations or delay key decisions in hopes that conditions will improve.Managers micromanage, trying to control outcomes instead of building trust and ownership.Innovation stalls because employees are rewarded for playing it safe, not thinking big.Excuses multiply because accountability feels unsafe when outcomes are unclear.This fear-based stagnation is what we call “paralysis in disguise.” It looks like busy-ness, but no one’s making meaningful progress. It sounds like caution, but no one’s taking ownership. It feels like uncertainty, but really, it’s a lack of leadership clarity.Great Leaders Don’t Eliminate Fear. They Replace It.Optimism is a choice, but it’s not naive. It's not about ignoring risk or forcing positivity. It’s about training your brain to focus on what you can control, even when the external environment is uncertain. That mindset shift, when modeled by leaders, starts to cascade.Great leaders replace fear-based patterns with high-trust, high-accountability cultures. Here’s how they do it:They communicate with purpose and transparency, especially when stakes are high. Uncertainty thrives in silence, and clarity shrinks it.They create psychological safety, where people are encouraged to speak honestly, take smart risks, and learn from failure.They use the Decision Ladder to clarify ownership, so no one’s left wondering who should act next.They define success clearly through tools like Team Key Results (TKRs), making progress measurable even when the future isn’t.Your Mindset Sets the ToneIn Power in 30, we compare human mindset to battery power. When you're drained, you lose the ability to lead effectively. Fear accelerates that drain. Leaders who intentionally recharge, through reflection, connection, and clarity, show up with energy that fuels their team. They refuse to let fear set the pace.You don’t have to be fearless to lead, but you do have to act. Leadership is about modeling the mindset and behaviors that help others move forward, even when the path is unclear.Questions to Ask Yourself (and Your Team)If fear has quietly crept into your culture, ask these questions to bring it into the light:Where in our work are people hesitating instead of acting?What decisions are stalled right now and why?Have we created clarity around what success looks like?Are we rewarding smart risk-taking or punishing imperfection?Do I show up with energy and direction or with uncertainty and reactivity?These questions won’t solve fear on their own, but they’ll give you the insight to replace it deliberately and effectively.In ConclusionFear will always have a seat at the table, but it doesn’t have to lead the meeting. When leaders create clarity, demonstrate optimism, and move with intention, they set a new tone for the organization, one rooted in trust, ownership, and momentum. That’s what real leadership looks like when fear tries to take over. Uncertainty isn’t going anywhere, but neither are you.

How Leaders Overcome the Fear That Is Paralyzing Their Organizations

Do you have a manager who gives everyone nicknames and loves to get everyone pumped up? One thinks the every idea is the best idea ever? This can be avoided. https://www.td.org/accel In late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports. Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests

Bad Manager: The Energizer

Do you have a manager who forgets what you talked about 5 seconds after your conversation? One who reminds you to do something that you already did? This can be avoided. https://www.td.org/accel In late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports. Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests.

Bad Manager: The Amnesiac (Short Clip)

Do you have a manager who forgets what you talked about 5 seconds after your conversation? One who reminds you to do something that you already did? This can be avoided.https://www.td.org/accelIn late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports.Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests.

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