Three Cheers For Staff Training
Encouraging creativity and team cohesion
By David Malter
Courtesy of Pine Grove Day Camp in Monmouth County, NJ
Even with the best fields, a huge waterslide, and an array of impressive buildings, campers, parents, and leadership expect the best of staff members. For this reason, leaders must find ways to provide the best training possible and rethink traditional approaches.
As the assistant director of a private day camp, I had the responsibility of hiring, training, and developing the creative specialists. These 10 to 12 individuals guided an arts program, a drama/music/dance program that put on a large showcase for parents and families, a large cooking area, and a science/technology program.
After my first summer in charge, I quickly realized that while impressive and all-encompassing the typical 20-plus hours of orientation were, they were not enough to satisfy all of these program areas. After all, these were the most tangible effects of camp provided to parents. While many opportunities to develop confidence, inspire success, and encourage friendships were provided, these programs “went home” with campers at the end of the day (or summer).
The creative program has become an example of excellence and has garnered consistently high numbers in parent surveys because of the time spent with staff members prior to orientation. I met with each individually at least twice and as an entire group at least once prior to the formal orientation.
I enlisted three best practices that allowed staff members to better understand their critical roles at camp. Consider the following to see what you can use to inspire others to join the team effort:
Camp is all about customer service. Service goes beyond the director, the office, or a camp’s web presence. The entire experience and every staff person, including (and possibly most importantly) bus drivers, kitchen, maintenance, and program staff members are an integral part of that customer experience.
Therefore, it is important to stress to creative staff members their importance in the overall camp experience. Typically, they view themselves as seasonal employees who show up, do their jobs, and enjoy a summer free from curriculum restrictions or university studies. As full-time, year-round camp professionals, we sometimes forget that seasonal staff members only see small parts of the complex and the multi-faceted business of camp.
To illuminate their importance to the camp, gather creative staff in a distraction-free, intimate circle. Ask each member to discuss their best and worst customer-service in detail; as a group, dissect what the best and worst have in common, respectively. Moderate and really question why these interactions were positive or negative, and how they relate to creating an overall positive camp experience. Leave them with the understanding that they are the most tangible representation of camp provided to parents.
Teams are only as good as the teamwork. Regardless of the physical layout of a camp, all creative staff members tend to work in isolated environments, and are typically identified by their “room.” Since this may cause a feeling of detachment from the rest of the group, it’s important to stress the importance of working together as a team.
To ensure the development of a team, invite two or three members from a different staff group, along with two or three creative staff, to camp early. Encourage them to explore each other’s departments, talk about projects, and bond over the anticipated excitement of the summer. After making the proper introductions, guide the conversation to ways they can help each other as teammates traveling the same road.
Following through on this practice makes a huge impact on staff performance. Members will genuinely feel they have at least one other person (who isn’t “the boss”) they can go to during the frenetic summer. In a fast-moving, high-pressure camp day, this connection is an invaluable resource. Corrections may have to be made occasionally to ensure these interactions remain positive, but this becomes less of an issue as members become more comfortable with the principle behind the practice.
Motivation is the key. This special aspect of training has more to do with one’s position as a leader than trying to teach a specific skill. Make it a goal to be a motivational resource. Instead of suggesting certain projects or approaches to lesson plans, recognize the talent of the staff members.
In the first interview, establish your role as one who is there to influence, guide, and support the staff—not to be a controlling force. Share stories of the important teachers, camp counselors, and bosses each member has encountered in life, and ask what made those individuals memorable and inspirational. The common thread is that leaders possess the ability to guide, cajole, and prod, while allowing others to make their own path. Continue to develop a relationship through ongoing conversations and open, honest dialogue. In doing so, you’ll establish yourself as that type of leader.
Taking a step back and allowing others to control their departments also will free you to focus on other areas of camp that may need attention.
Of course, developing this training program all depends on finding the right staff members and being comfortable with the ability to lead. Stepping back is never easy, for most people want to maintain control of a program to ensure it meets the goals and philosophy of the camp. Trust that, by giving staff members these tools, it allows them to do what they do best, and in turn become more successful camp leaders.
David Malter is the Director of the online Master’s Degree Program in Camp Administration and Leadership at Touro University in Nevada. Reach him at David.malter@tun.touro.edu .