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."

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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."