Trouble has been brewing at Boeing for years after problems with such aircraft as the 737 Max was revealed, but Joel Richman, founder and partner at Escalate PR, says the resignation this week of CEO Dave Calhoun and the replacement of other leaders is "a 'better late than never' scenario, a path that is always the least desirable for any management team." Other experts say companies can learn from Boeing's mistakes by changing leaders before a crisis hits and bringing in outside consultants to make sure safety and quality are top priorities.

Put it into practice: Changing leaders in the middle of a crisis can be risky but necessary, says Jessica Whidt, managing director of Warner Communications, but that should not be the only change. "In order to be effective, though, the transition should come with a documented plan for philosophical and organizational change, along with measurable milestones."

Employees at In-N-Out Burger consistently give their leaders high marks for creating a work culture that provides reasonable compensation, benefits, work-life balance and a positive atmosphere, says S. Chris Edmonds, an executive consultant with The Purposeful Culture Group. Edmonds outlines three takeaways leaders can learn from, including emphasizing shared values and training managers to model those values while validating and celebrating their teams.

Put it into practice: In-N-Out Burger employees must constantly be collaborating and cooperating to provide good customer service, and daily validation from coworkers and managers makes that possible, Edmonds says. "Great managers are In-N-Out's 'secret sauce.'"

Evaluate a difficult coworker on their emotional traits -- whether they are standoffish to everyone or just you, or competitive because they were once passed over for a promotion -- then have a direct and firm discussion with them about how you can work together. "Having conversations like this could help the frenemy turn into a true friend, but at the very least, it should help to set healthy boundaries with your fellow colleagues," says licensed counselor and author Ryan Joseph Kopyar.

Put it into practice: Listen to your gut when dealing with a coworker you don't fully trust, and watch what you say, lest your words be used against you later, says Moshe Cohen, who teaches leadership at Boston University's Questrom School of Business. "If it's clear that your frenemy is not to be trusted, protect yourself by strengthening your relationships with others, especially people who impact both of you."

Female leaders owe it to other women to mentor and guide them, says Denise Pickett, the president of the Global Services Group at American Express, which is why she leads the company's Global Women's Interest Network, and still seeks the guidance and wisdom of others. "It's about learning from all of the people that are your sponsors, that are advocating for you, and that you work for," Pickett says.

Preserved dinosaur footprints may have inspired petroglyphs made between 3,000 and 9,000 years ago in what is now eastern Brazil, according to a study in Scientific Reports. Paleontologists and archaeologists write that the artwork shows the ancient people valued the fossils, adding that petroglyphs and dinosaur footprints are rarely found together in the same site.

I was very young and only a few years into my radio career when I encountered my first "frenemy" at work. I thought this coworker and I were becoming friends, and during a charity event where we were working, I confessed some of my misgivings about management. Those words went straight to the boss' office.

I was not fired, thankfully, but I was reprimanded. I was also astonished at the backstabbing nature of my coworker, who I thought was a friend. It taught me that no matter how friendly my colleagues were, I still had to keep my own counsel about many of my feelings or talk with trusted individuals outside of my place of work.

It hurt my heart to think that there were some people in my workplace who valued scoring points with the higher-ups over fostering good relationships with their coworkers. She moved on from the radio station not too long after this incident, but for several months, I still had to find a way to work with her, even after her betrayal. I managed, but I learned a hard lesson about what you say and to whom.

How do you handle "frenemies" at work? Tell me.

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