If you’re speaking with Mickey Drexler, ditch the formality.

The 80-year-old chairman of clothing brand Alex Mill, and former CEO of Gap and J.Crew Group, says he’d much rather colleagues and employees address him like a regular person, using his first name only.

“No one can call me ‘mister.’ I don’t care who it is,” Drexler said during a LinkedIn interview on April 10, adding that the title goes against his leadership philosophy of being on the same level as the people around him. “Even in restaurants, I [tell people to call me] Mickey, that’s it. I want them to feel not beneath me.”

Drexler’s accolades in the apparel industry are lengthy, from revitalizing Ann Taylor and turning Gap into a $14 billion powerhouse to founding brands like Old Navy and Madewell. He also served as an Apple board member from 1999 to 2015.

But no matter his accomplishments, Drexler insisted that he’s no better than your average employee, and other bosses should have a similar outlook, he said. It’s easy to get wrapped up running a company, but connecting with your colleagues is an essential part of leadership, he added.

″You have to connect to the team. You can’t be in your ivory tower … You don’t learn in a bureaucracy [or] in an office,” said Drexler, noting that he similarly doesn’t like the “bad connotation” of the name “CEO.”

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Bosses who engage with their employees — by asking for input, offering feedback or simply checking in — encourage career growth and send a clear message that their people matter. Employees increasingly value having connections with their managers, according to a March 2023 survey from Pew Research Center.

Empathy and transparency are both green-flag traits in bosses, Deepali Vyas, the global head of fintech, payments and crypto practice at Korn Ferry, told CNBC Make It in October.

“Managers that master the balance of emotional intelligence and not being so rigid — that’s a good boss,” said Vyas, who has 25 years of recruiting experience. He added that employees should also look for a boss that has “adaptability and someone that’s empowering you to grow.”

Drexler converses with his colleagues, both entry-level and executive, by asking simple, open-ended questions about their job or upbringing, he said. He calls it “schmoozing,” but you might refer to it as small talk or networking — creating a connection with an informal, friendly interaction.

“Meet all the people,” said Drexler, adding that small talk is a skill he developed as an executive, not something he’s always done. “Be a normal [person], not [an]

ivory-tower person who thinks they’re smarter than everyone. … You never learn [something new] unless you have a relationship with someone.”

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Investing in the stock market has been a roller-coaster ride of late.

The S&P 500 shed 2.4% on Monday as investors digested President Donald Trump’s latest round of attacks on Federal Reserve Chair Jerome Powell, which have included talks of his “termination” should the central bank fail to lower interest rates.

Powell’s dismissal would be unprecedented and, according to Powell, impermissible under current law.

On Tuesday, stock prices bounced more than 1.5% in early trading. All told, as of Tuesday afternoon the broad U.S. stock market is down about 14.5% from its February high.

Given the administration’s capricious approach to economic policy, experts warn to expect continued turbulence.

“We’re really thinking about this as a bit of an endless environment in terms of direction … and that’s in particular because we just don’t know where tariffs end up,” Robert Haworth, senior investment strategist at U.S. Bank, told CNBC. “This is a market trying to get clarity on direction, and not getting a lot of conclusions.”

It can be hard to know what to do amid topsy-turvy times in the market. That’s why Berkshire Hathaway chairman and investing legend Warren Buffett generally sticks to a straightforward guideline.

“A simple rule dictates my buying: Be fearful when others are greedy, and be greedy when others are fearful,” Buffett wrote in an op-ed for the New York Times in 2008, amid the mania of the global financial crisis, explaining why he was continuing to buy U.S. stocks through the downturn.

On Monday, investors were fearful that the current administration could undermine the Federal Reserve, which is charged with keeping inflation in check and preventing the economy from sliding into recession. Add to that overarching fears that Trump’s steep tariff policies could disrupt supply chains, reignite inflation and stoke the flames of trade wars that could slow the global economy.

Over the short term, these are all valid fears, and if you’re in a situation where you need to live on income from your investments — say, if you’ve recently retired — it’s worth discussing these potential outcomes with your financial advisor.

For Buffett, however, investing is a long game, played over the course of decades. If you have goals that are decades away, following his philosophy is simple. When other investors’ fears drive stock prices down, continue to invest in a broadly diversified portfolio at bargain prices.

Historically, Buffett’s strategy has worked thanks to the long-term upward trajectory of U.S. businesses. The forces that drive markets downward, he pointed out in 2008, are often temporary.

“Fears regarding the long-term prosperity of the nation’s many sound companies make no sense,” he wrote. “These businesses will indeed suffer earnings hiccups, as they always have. But most major companies will be setting new profit records 5, 10 and 20 years from now.”

At the nadir of the 2007 to 2009 bear market, the S&P 500 had suffered losses of more than 50%. Investors were panicking and selling their stocks out of fear that things could get even worse. So Buffett got greedy and shifted his bond-heavy personal portfolio into U.S. stocks.

Sure enough, over time U.S. businesses returned to profitability, and stocks climbed to new highs.

To be clear, investors aren’t panicking yet. But if things get worse from here, those following Buffett’s strategy would continue to steadily buy U.S. stocks — even if headlines begin turning dire. After all, investors have been here before, and eventually prospered.

“Over the long term, the stock market news will be good,” Buffett wrote in 2008. “In the 20th century, the United States endured two world wars and other traumatic and expensive military conflicts; the Depression; a dozen or so recessions and financial panics; oil shocks; a flu epidemic; and the resignation of a disgraced president. Yet the Dow rose from 66 to 11,497.”

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Rising college graduates have high expectations for their starting salaries, but the reality of the job market may fall short of their hopes, according to a new report from ZipRecruiter.

Members of the class of 2025 say they expect to earn an average $101,500 per year for their first job, according to the survey of over 3,000 recent and rising college grads between Feb. 28 and March 19.

That’s much higher than what the average recent grad actually makes — $68,400 per year — according to survey data.

A few factors might go into the expectations versus reality gap, says Sam DeMase, ZipRecruiter’s career expert.

“Social media definitely alters the perception of reality for a lot of these rising and recent grads,” DeMase tells CNBC Make It. “It puts a lot of wealth on display and can skew that perception by showcasing the exceptions and not the rules.”

Second, new grads are seeing economic realities — expensive rent, student debt, inflation — and reasonably expect salaries to be able to cover their basic costs. They’re thinking, “if my cost of living is going up, my salary should be going up, too,” DeMase says. Rising inflation eased toward the end of 2024, but wage growth has slowed since the 2022 Great Resignation era.

Finally, college seniors might not be aware of what salaries are out there until they’re well into the job search and have received several offers, she adds.

Some new grads may be more likely to reach their salary expectations if they work for a handful of lucrative fields.

ZipRecruiter crunched the numbers on the top fields, and the most common job title in that field, where soon-to-be grads are most likely to earn $100,000 or more right after graduation, based on job postings and their typical salary ranges for 2025 so far.

They include:

1. Consulting: Consulting services associate, $50,000 to $105,500 per year
2. Program management: Program analyst, $69,000 to $116,000 per year
3. Nursing: Radiology nurse, $73,000 to $161,000 per year
4. Industrial maintenance: Hydraulics engineer, $98,000 to $119,000 per year
5. Telecommunications: Telecommunications specialist, $60,000 to $112,000 per year
6. Business development: Business developer, $52,000 to $112,000 per year
7. Data specialist: Big data software engineer, $112,000 to $148,000 per year
8. Home health care: Home health physical therapist assistant, $85,000 to $117,000 per year
9. Real estate sales: Real estate associate, $57,000 to $113,000 per year
10. Procurement: Supply chain manager, $79,000 to $133,000 per year

Consulting is known to be a high-paying field, and even entry-level workers can secure a six-figure salary right after graduation, DeMase says.

New grads can negotiate higher starting salaries by showcasing previous experience doing contract or freelance consulting work during college, or managing social media, side hustles or freelancing gigs throughout school, DeMase says.

Meanwhile, “program management is a very overlooked six-figure entry-level field,” DeMase adds. “I think that recent and rising grads should be looking at program management. If you’re someone who is organized, has leadership potential, can multitask really well, can communicate exceptionally well — those skill sets are really valued in program management.”

Nursing jobs are a “classic” in-demand and potentially high-paying job, DeMase adds, but the continued demand for more nurses over many years “is worth calling out.” The U.S. Labor Department projects that employment opportunities for nurses will grow faster than all other occupations through 2026, especially as Baby Boomers grow older, yet there’s a persistent shortage of workers due to a lack of potential educators, elevated burnout rates, high turnover and tenured workers retiring.

It’s worth noting that starting salaries range dramatically depending on the location. For example, the average starting pay for a consulting services associate is close to $90,000 in New York and California, but $80,000 in Illinois and $60,000 in the Kansas City area, according to ZipRecruiter.

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After a child has a tantrum, the routine typically goes something like this: The parent gives them a timeout or sends them to their room. After the child calms down, they return to the tribe. Everything goes back to normal as though nothing happened.

If apologies are given, they’re said quickly or in passing. This approach isn’t harmful by any means, but it is woefully incomplete. Instead of being praised for regulating themselves, the child’s success is ignored. Instead of having valid emotions acknowledged, they’re dismissed. 

As a clinical psychologist, I see this often, and it prevents kids from developing the skills required to process their feelings. They learn only to move on and pretend nothing happened.

To raise kids who are great at conflict resolution, do these five things:

Debriefing conversations should be gentle and happen after everyone has calmed down. In my experience, bedsheet forts and dark rooms with warm covers create the perfect vibe.

When structuring the conversation, I use a “what happened for you” approach in which each person takes turns describing what they observed, thought, and felt during the conflict while the other person looks for something to validate.

These debriefs are all about teaching children how to recognize and validate their feelings. Just because they were ineffective in managing them doesn’t mean the emotions they experienced were bad or wrong. It might be appropriate for a child to feel guilty for acting out, but we never want them to feel ashamed of who they are or how they feel.

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During these debriefs, I always let children go first, presuming they want to. This little gesture offers them a sense of control after having recently lost it.

If you use this approach, be prepared for your kid to wildly mischaracterize you and the situation in describing their perspective. 

Orienting kids toward expressing what they were thinking and feeling during the conflict — as opposed to what you, the parent, were doing to provoke them — is one way to keep these debriefs from derailing into “he said, she said” debacles. 

If you do correct a child’s narrative — because it’s just so off base — try to take an “I can see how it could have seemed that way” angle.

For example: “Honey, I didn’t throw a basketball at you. I was driving on the highway, and there weren’t any basketballs in the car. I can see, though, how my tone and words might have felt like a lot hitting you all at once. Did you feel like I was throwing a lot of hurt at you?”

Although you might disagree with some of the dramatic details your kiddo describes, you always want to try to identify and validate the child’s emotions. “It hurts to feel like someone isn’t listening to you, especially when it’s your dad,” or “I’d be frustrated, too, if I had to share a new toy with my sister.” 

Look for opportunities to apologize for any regrettable things you said or did during the conflict. And none of this “I’m sorry you felt that way” business. 

Apologies should clearly describe what you did wrong, include the words I’m sorry, and end with thoughts on how you’ll repair the relationship or change your behavior.  If you can validate your emotions while taking responsibility for your behavior, you’re really kicking butt. 

For example: “I raised my voice more than I should have. I’m sorry for that. It’s okay to feel angry; it’s not okay to yell. Next time, I’ll take a timeout when I start feeling that way.” Remember, if you want your kids to take responsibility for their mistakes, you need to model how it’s done.

After your kiddo has shared their perspective and you’ve validated their emotions, it’s time to share “what happened for you.” 

Make a point to express what you were thinking and how you felt during the conflict. Try to identify emotions beyond frustration, annoyance or other shades of anger. Your kid already knows you were angry. You can mention it, fine, but try to paint yourself as more than just a cartoon character with steam coming out of their ears. 

Examples include the following:

• “I was afraid someone was going to get hurt.”
• “I was disappointed in myself for not knowing how to help you.”
• “I was confused by your frustration.”

Finally, encourage your kids to validate you by asking them questions like, “Does that make sense?” “Have you ever felt that way?” “Can you see how I got there?” Having just modeled validation in your conversation with them, this is as good a time as any to help them practice it. 

You don’t need to force the issue if they don’t want to engage just yet. This exercise is less about getting you the validation you deserve, and more about providing the scaffolding for kids to develop the skills they need.

Caroline Fleck, PhD, is a licensed psychologist, corporate consultant, and Adjunct Clinical Instructor at Stanford University. She received a B.A. in psychology and English from the University of Michigan, and an M.A. and PhD from the Department of Psychology and Neuroscience at Duke.

Do you want a new career that’s higher-paying, more flexible or fulfilling? Take CNBC’s new online course How to Change Careers and Be Happier at Work. Expert instructors will teach you strategies to network successfully, revamp your resume and confidently transition into your dream career. Pre-register today and use coupon code EARLYBIRD for an introductory discount of 30% off $67 (+taxes and fees) through May 13, 2025.

This is an adapted excerpt from ”Validation: How the Skill Set That Revolutionized Psychology Will Transform Your Relationships, Increase Your Influence, and Change Your Life″ by Caroline Fleck. Copyright © 2025 by Caroline Fleck. Published by Avery. 

I didn’t know it at the time, but getting laid off from Meta was about to be my springboard to a new career — one at the cutting edge of the newest tech obsession.

I frequently get asked how I pivoted into AI prompt engineering, particularly when it was so new. At the time, most people — including me! — didn’t know what prompt engineering even was.

The job is still evolving as companies open roles and integrate these skills. And I haven’t heard any two identical origin stories yet. But here are a few steps I took as I changed careers from TV news at CNN and NBC, and then news and strategic partnerships at Meta, to establish myself as a prompt engineer.  

After the layoff, I was sure I wanted to stay in tech, so I spent a lot of time researching where my journalism and tech partnerships experience might be valued.

I consumed every bit of tech news gossip and examined companies and job descriptions for transferable skills. I was focused on finding companies that might be well-positioned to avoid the ongoing wave of layoffs, or at least bounce back quickly.

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I looked for stability and growth.

This meant I heard a lot (a lot) about OpenAI’s newly launched ChatGPT, and all the changes people hoped and feared it might bring. As a content creator and former journalist, I’m hesitant to hand the literary reins over to a bot. But I could see there was a very real market shift coming — and that was an opportunity for me.

I found a contract role at LinkedIn, a company I was very eager to work for, on the news team, where I would surely fit in. There were some drawbacks, like the short contract duration and less senior role. 

But it was at one of my target companies, and the job description made it clear that this content editor role would be focused on the platform’s newest generative AI projects. That struck me as a risk worth taking.

The exposure to the new and rapidly evolving technology had the potential to give me an advantage on other job applications, even if this contract wasn’t extended or converted to a full-time role.

Before I even had the job, I asked about what it was like to work on improving the quality of generative AI content. The hiring manager’s response was actually the first time I heard the term prompt engineer!

As I worked on editing and rating the generative AI output, I made sure my feedback was clear and tried to identify themes I saw overall. I focused on what I thought would help solve the bigger problems in the prompts or training, and hoped demonstrating an understanding of useful input might open a door for me to get more involved.

This hunch panned out well. Now, when I think about making a generative AI process work at scale, I don’t write a prompt for every individual task. I want it to work dozens or hundreds of times with very few errors or deviations from the goal, which means I have to focus on prompts that address the themes or trends in the output. 

When I talk with someone who hopes to move into prompt engineering, I always tell them to think about where they can start right now: 

• Is their current company implementing any generative AI projects they could offer to help with? 
• Do they have skills or knowledge that might make them qualified to score or annotate model responses? 

If you can start small and prove your input is valuable to the prompting process, you can create opportunities for yourself in prompt engineering.

I absolutely loved the prompting assignments I took on, and I soon became determined to secure a full-time role where this work could be my main focus. One skill I kept seeing in prompt engineer job postings was some level of proficiency in coding, specifically with Python.

I didn’t need to write Python scripts for the work I was already doing, but I did work with some existing scripts. I wanted to understand how they worked and what the errors meant. I wanted to become more self-sufficient and work more efficiently, without waiting for an engineer’s help. I wanted to make myself a stronger candidate for future roles.

So I took an online course to learn Python basics, hoping I could learn enough without fully hitting pause to go back to school for a degree. I quickly picked up the lingo that made it easier for me to talk to engineers and it showed the team I was committed and valuable.

It also gave me a leg up in my job applications, helping me pass simple coding tests and ultimately land my current role as a prompt director for an AI startup. 

Looking back, I’d say the biggest lesson for any career, and wherever prompt engineering takes me, is to always keep learning and stay open.

Kelly Daniel is a leader in AI prompt engineering with extensive experience implementing AI solutions for enterprise businesses. As Prompt Director for Lazarus AI, she develops prompting techniques and new applications for LLMs and cutting-edge technologies like agentic models. She is an instructor in CNBC’s online course How to Use AI to Be More Successful at Work.

Want a new career that’s higher-paying, more flexible or fulfilling? Take CNBC’s new online course How to Change Careers and Be Happier at Work. Expert instructors will teach you strategies to network successfully, revamp your resume and confidently transition into your dream career. Start today and use coupon code EARLYBIRD for an introductory discount of 30% off $67 (+taxes and fees) through May 13, 2025.