In one sentence, describe what the following article is about: Devote time to taking inventory of your life. Determine if your feelings towards this guy are genuine or a means of distraction. Ask yourself hard questions and provide yourself with honest answers Do you find yourself daydreaming about him? Have you engineered ways to "accidentally" bump into him in public or at school? Are all of your friends in relationships and you feel left out? Did your crush develop at a convenient time, like just before a dance or a month before Valentine's Day? While you determine whether or not you like a guy, keep a daily journal. Write about your interactions with him. Describe how you feel when you see him. Note if those feelings carry you through the rest of your day or dissipate shortly after you part ways. Jot down any daydreams; keep track of any hopes you have for a future with him. At the end of each week, re-read your journal entries to evaluate your feelings. Turn to your best friendthe person who knows you the bestfor advice. Discuss your feelings with your best friend. Disclose why you are unsure if you like this guy. After you have talked, listen. Allow your best friend to provide you with feedback. Your best friend's response may upset you, challenge you, or confirm how you truly feel. Take time to process their feedback.
Summary: Remain honest with yourself. Keep a journal. Talk to your best friend.

In one sentence, describe what the following article is about: Think back to the managers you've had in your career. Whose style worked and whose didn't? Which managers did a good job coaching and motivating people? If you are still in contact with any of them, set up an appointment to meet. Ask any questions that you have. Don't expect someone to give you the silver bullet to being a great manager. Becoming an effective manager requires time, effort, and experience. You'll be wearing a lot of different hats as a manager. Suddenly, you might be responsible for signing off on timesheets, hiring staff, and giving performance reviews. Ask Human Resources if there are trainings you can take to learn the nuts and bolts. Realize that you'll learn more from experience than formal training. The best way to learn to manage people is to roll up your sleeves and start working. There is also a mountain of literature on how to manage people. Reading books on the topic can help you understand the experiences of others and how you can craft a management style that works best for you. Go to the bookstore or library and pick up some of the following: Blanchard and Johnson, The One Minute Manager Covey, The Seven Habits of Highly Effective People Maxwell, The 21 Irrefutable Laws of Leadership Carnegie, How to Win Friends and Influence People Contact your local college or university to see what is offered. Common management courses cover topics such as organizational behavior, labor-management relations, and small business management. You can ask your supervisor whether the company will cover the costs associated with the courses. If you don't have a college degree, you can work towards a bachelor's in business management. If you already have a four-year degree, consider earning a Master's in Business Administration (MBA). As a manager, you now have a new professional identity. Instead of being an individual contributor with a narrow focus, you must now realize that you are responsible for setting the group's agenda. You are now a leader, not only a worker. You also aren't a peer with your former co-workers. You can expect some former peers to be envious of your new job, but remember that your focus is not to be best friends with your team. Although you don't need to be snob, you should remain a little removed from the water cooler gossip. A mentor can answer any questions you have. They also will increase your stature in the eyes of upper-level management. It shows maturity to get a mentor, and they can be a huge asset. A mentor should be someone several steps up the ladder. For example, if you've just taken a treasury position, you might want the Chief Financial Officer as your mentor. Many people feel uncomfortable asking someone to be a mentor. However, the mentor-mentee relationship usually develops naturally. Take in interest in what your potential mentor is doing. Ask to serve on committees and take them out to lunch. If there's a connection, they may volunteer to take you under their wing. If a potential mentor doesn't volunteer, you might need to ask. Many executives hire coaches, but managers can get them, too. A coach is a trained professional who is focused on helping you develop your own authentic management style. You need to pay coaches, so check whether you can afford it. Fees vary by location, but you can expect to pay $50 an hour at a minimum. You can find business coaches online and on websites like LinkedIn. Google the coach's name to check their reputation.
Summary: Study management styles you've been exposed to. Ask Human Resources about available trainings. Read books on becoming a manager. Take management courses. Think of yourself as a leader. Find a mentor. Hire a business coach.

In one sentence, describe what the following article is about: at an organization where you can do relevant tasks. Identify organizations where you will be able to use skills you already have and develop new ones that will apply to the type of job you want. Approach finding volunteer work the same way you would look for an internship or a paid job. For example, if you want to work as a community manager, then volunteer at an organization that needs help managing their social media. This will open the pathway to a potential paid job within that organization, or at another organization doing the type of work you are interested in. Integrate with the organization to learn everything about it once you begin volunteering. Read up on the organization, listen to other staff members, and attend meetings to absorb all the information. Treat volunteering just as you would a paid job at any other company. You want to become an integral part of the organization in order to advance your career. Just because you are not getting paid doesn't mean you can show up less often or work less. Commit to the job you are volunteering for, show up on time, and work hard to demonstrate your value to the organization. Always let your supervisors know if you will not be able to come to work one day. Make sure you have a valid reason not to show up. Showing that you are dedicated to the volunteer work will demonstrate that you would make a reliable employee. Do your best to make a lasting impression on others at the organization. Look for ways you can help out that aren't necessarily part of your regular duties, or ways to assist others at the organization and make their jobs easier. For instance, if you are volunteering as a social media manager, offer to help out with other marketing duties such as blogging or public relations outreach. Even if you don't turn your volunteer work into a job at that particular organization, going above and beyond what's expected of you can earn you some valuable references for future job applications. Keep track of all the skills you learn and all of the successes you have during your time as a volunteer. These are facts that you will be able to include on your resume and when discussing job opportunities with the organization or other potential employers. While you are volunteering, you can keep a document or spreadsheet to track all of your achievements. For example, if you are volunteering as a social media manager, note down how much you grew the company's social media following during your time as a volunteer. Keep a list of any skills you learned, such as apps or platforms you used to manage social media. Treat networking while you are a volunteer as if it is part of your job description. People you build relationships with can be your advocates later on when you are trying to get a job. Try to get to know as many people as you can at the organization, even if you don't work with them. You never know what connections will come in handy down the road. Little things like remembering someone's birthday or other personal details about them can help you create a deeper connection with people you work with. Add everyone you meet on professional networks such as LinkedIn or on other social media if you feel comfortable with it. Stay in touch with people you are closest to via email or other forms of communication, even after a volunteer position has ended. For example, you could email or otherwise share links to articles you know a particular person would be interested in. This will help people remember you and keep the connections going for when you want to land a job.
Summary:
Volunteer Learn as much as you can while you are volunteering. Be committed and consistent with your volunteer work. Go above and beyond to exceed the expectations of your role. Track your achievements to show your success as a volunteer. Build as many relationships within the organization as you can. Stay in touch with people you meet and maintain the connections.