Exploring how your team works together, with whom and how they communicate can help leaders provide the flexibility employees say they want, writes Margaret Luciano, a professor at the Smeal College of Business at Pennsylvania State University. "If employees want the benefits of flexibility, they'll also need to shoulder some of the responsibility that goes with it, like autonomous problem-solving and providing and checking for updates," Luciano writes.

One way to take charge of your own career is to establish a personal board of directors that includes a mix of people with different perspectives and skills. Consider selecting people who can hold you accountable or make valuable introductions.

You need to know what your skills are worth to negotiate your salary, but many companies lack pay transparency. Here are a variety of ways to determine your true worth to an employer.

Companies that don't disrupt themselves will be supplanted, as Radio Shack, Borders and countless other firms found out, writes Steve McKee, co-founder of McKee Wallwork + Co. "Companies with a long-term vision must accept that as the market changes around them, systemic transitions -- transformations -- are a fact of life," McKee writes, quoting Hemant Taneja and Ken Chenault of General Catalyst.

HR leaders at companies such as Qualtrics and LinkedIn see learning programs as a way to retain employees without making training feel like an additional duty. "Anything that you do ask of people or offer to people should be directly tied to a benefit they are going to see and feel," says Cat Ward, managing director of JFFLabs.

The next generation of employees don't have the sense sense of nostalgia that older workers might have, as they grew up in the years after 9/11 and experienced the Great Recession, polarization and a pandemic, write Jeff Schwartz of Deloitte and Gretchen Alarcon of ServiceNow. They expect this generation to embrace collaboration, carry fewer assumptions and be "more open to and accepting of change, given that it has been such a constant in their lives.

The airline industry practice of flying "ghost flights" -- flights without any passengers -- has been around for years. Airlines do it so they can maintain coveted landing slots at airports. Rules that were relaxed during the early days of the pandemic are starting to be enforced again, but critics say it is time for the practice to stop (or at least be curtailed) because of costs and the emissions caused by the ghost flights. Lufthansa recently voiced its concerns by disclosing it had flown a whopping 21,000 ghost flights last winter.