Essay - Rewards for Homeless Shelter Manager Performance Rewards for Homeless Shelter...

Rewards for Homeless Shelter Manager

Per*****mance Rewards for Homeless Shelter Managers

The manager of a homeless shelter has an obligation not just to the people under his or her care, but to ***** community in which the shelter is located. Humanitarian programs are often lofty in terms of idealism, but they carry with them some risk, and those who roll up their sleeves in management positions and are will*****g to take that risk, and show success ***** innovation, should be rewarded. Particularly they should ***** rewarded in pioneering and distinctive ways, acc*****ding ***** Kouzes and Posner's book, The Leadership Challenge (TLC).

***** establish first that the occupation ***** a homeless shelter manager is potentially a dangerous position to be in: troubled people come ********** the shelter that may be mentally confused or ill. People seek shelter that ***** have run afoul of auth*****ities on some level, or indeed may be guilty ***** crimes; people who finder ***** in public (or even privately *****) facilities may be addicted to alcohol ***** illegal drugs, am*****g other potential problems.

Meanwhile, as Kouzes and Posner po*****t out, real leaders (***** at administrative levels who hire ***** shelter managers) ***** "recognize and reward what individuals do to contri*****e to vision and values" (TLC 284). And the vision of a city oper*****ting a homeless shelter should be - and often is ***** pointed toward placing un*****tunate, luckless ***** in a warm bed with a meal and medical *****.

So, when any manger performs in an extraord*****arily effective way, that manager should be rewarded, Kouzes and Posner write (288) in *****, with constant feedback. "By giving feedback, leaders enable people to persevere in moments of hardship" (***** of course the homeless manager will see plenty of, as lost souls stumble ***** and out of the facility), and "in times of uncertainty and turbulence."

It should be noted that ***** administra*****rs (either from a city or county agency ***** a private group [501- (3)] with a board of directors) ***** hire and supervise homeless shelter ***** should have "high expectations" ***** those managers, because people "act in ways that ***** consistent with our ***** of *****" (271 TLC). Beyond giving rewards, the positive tone must be created at the *****set of the hiring, which ***** make it logical for rewards to l*****er ***** given ***** ***** height of the ladder leading up to ***** "high expectations" will have been clearly defined at the outset ***** the hiring.

***** ***** ***** high ***** are met (279), "intrinsic *****" (so*****hing genuine beyond ***** money, or a r*****ise of salary) should be set in motion; those rewards are "built into the work itself." They might include an afternoon off with pay, "verbal recognition of perform*****ce in front of one's peers," an invitation to lunch "with...a key executive," a night out "on the company" or even "tickets for a ballgame or the theater."

***** their book, Guide ***** Exemplary Leadership, Kouzes and ***** write (page 9) that part of a le*****der's job