Mentorship in business has evolved from traditional, one-on-one, guru-apprentice relationships -- like Yoda and Luke Skywalker -- toward more flexible, community-based models, writes Tracy West, the executive creative director at Fifty Thousand Feet. West recommends blending old and new models that pair junior and senior talent while also creating small circles where peers learn from each other.

Put it into practice: Make peer and micro-mentorship part of your company's culture to build a "constellation of guides" for everyone to learn from, West writes. "New forms of mentorship break down barriers of geography, hierarchy and privilege."

Delays and inefficiencies can add up. Learn what separates OCIOs with strong implementation capabilities from the rest.

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As a leader, you're facing unpredictable changes driven by rapid technological advances and global uncertainties, writes Ahmet Bozer, an author and leadership thought leader, who suggests focusing on strengthening the human element within your company to navigate these challenges. Bozer emphasizes the importance of a meaningful purpose statement and the need for leaders to unleash human potential by creating a culture of love, integrity, courage, curiosity and humility.

Put it into practice: Unlock your company's human potential by creating a culture that values connection, trust and positivity, Bozer writes. By promoting love -- not just as sentiment, but as a driving force for excellence -- leaders can inspire people to innovate, persevere and grow, even in turbulent times.

Reporting a bullying manager to HR is a good first step, but Emily Gregory from Crucial Learning also recommends having a conversation with them that separates their actions from their character and expresses your good intent for them. By considering possible reasons for the behavior -- such as past rewards, lack of feedback or cultural normalization -- you can create and reduce antagonism. Such conversations may not guarantee change, but avoiding the issue guarantees the behavior will continue, Gregory notes.

Put it into practice: When having a conversation with a difficult boss, pair your desire for their well-being with factual observations to establish trust, Gregory advises. "Facing, or addressing the bad behavior, does not necessarily ensure that your boss's behavior will change, but it represents the only possible chance for it."

Throughout his tenure as CEO of Delta Air Lines, Ed Bastian has steered the company through significant industry challenges, including bankruptcy, the COVID-19 pandemic and ongoing global uncertainty by listening to both employees and board members to build trust through vulnerability -- even if that meant his answer was, "I don't know." "Many CEOs will try to talk around this. They'll hope somebody changes the topic. But vulnerability builds trust and courage," Bastian says.

From sister publication Kiplinger: Selling a home with a spooky past can be challenging, as stigmatized properties -- those associated with events such as deaths, crimes or paranormal activity -- can deter buyers. Disclosure laws vary by state, with some requiring sellers to reveal deaths or crimes on the property. However, a Zillow survey found that nearly 70% of buyers would consider a haunted house if it meets their other criteria.

I've encountered several bullying bosses over my career. While some of them were reported to HR -- and nothing changed -- the main result of those bosses' behavior was that those who could find other jobs did so, with all haste. Instead of addressing the root of the problem, the company chose to lose some of its best talent.

Emily Gregory offers an alternative solution. Generously confront the manager, communicate the issue without accusation and suggest practical steps to improve the working relationship, such as setting clearer expectations or agreeing on how to handle disagreements respectfully.

I appreciate her suggestion to consider what might be the source of the manager's behavior. Have they been rewarded for that kind of action in the past? Is this the technique they think works best for them? Have they just never received feedback on their behavior? By attempting to have a calm, rational discussion, you may discover that they're unaware of how their behavior affects others or may not recognize the harm they're causing.

Of course, the conversation could change nothing, which means you'll need a Plan B, whether it's changing departments or jobs altogether. Plan B is not a sign of defeat, but an assertion of self-respect, ensuring that your career continues in an environment where professionalism and dignity are upheld.

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