Communication & Relationships
Making the most of the camp experience by bringing out the best in each camper
By Charles B. Rotman
Let’s face it. We all make snap judgements and when campers and staff show up at our camps we take mental notes of certain characteristics, whether consciously or subconsciously.
Either by reviewing the forms they fill out or simply by looking at people we’ll note their physical appearance, medical status, athletic ability, mental ability, social effectiveness, idiosyncrasies, personality traits, leadership qualities and cooperation, among others.
These characteristics can be perceived in a positive, neutral or negative manner, and however we perceive them, we have built a profile of that person.
Avoid the Profile
This profiling – which is a term of modern psychology – affects the nature of the relationships between camp members. How community members perceive themselves and each other certainly contributes to their compatibility, frustration, tolerance and general satisfaction at camp.
Given this, it’s important that administrators and staff try their best not to arrive at snap judgements about campers and negatively profile them. Their peers already do this to them far more than is necessary, but that’s the nature of growing up.
However, it’s up to camp administration and staff to rise above the camper’s peers. Rather than pigeonhole campers and create a self-fulfilling prophecy of sorts, it’s up to the camp’s leaders to increase self-esteem and bring out the best in each camper.
Often, your job as a camp director is to create an atmosphere where campers can identify talents they never thought they had or were told they didn’t possess.
Say you offer a football program as part of your camp. Shuffle the kids around to different positions, rather than having the same kids play the skill positions while the other apparently less-talented kids are relegated to blocking positions.
Also, when campers try out for a position on an athletic team, dance ensemble, drama presentation or an arts and crafts competition and don’t make the cut, staff members must carefully convey this message with compassion and support. Do not post a list without first speaking to the campers who will not make the cut.
Usually, displeasure and disappointment will be the camper’s immediate response. The staff member has the responsibility to be considerate, respectful, supportive and sensitive to the camper’s emotional response.
The (anonymous) adage, “It is easy to criticize others and make them feel unwanted; anyone can do it! What takes great effort and skill is picking them up and making them feel good” is the best course to follow.
The same applies to a staff member (as well as a camper) when a supervisor points out that their problem-solving and decision-making is inappropriate.
Obviously these problems need to be pointed out, but oftentimes people make honest mistakes. It’s important not to belittle campers or staff in the correction process, especially in front of others.
If someone perceives that they’re accepted and recognized as a valued member of the camp you’ll help create a successful camp experience, which should minimize any problems.
The use of nicknames by staff toward campers may be endearing to many, but not to everyone. Campers and staff may not appear to be visibly sensitive about profiling them. However, they will not appreciate how they are characterized or treated because of labels attributed to them.
This does not mean that nicknaming campers or staff should be forbidden, but it does mean that nicknames should be applied judiciously, appropriately, and with permission.
No overweight child wants to be called Moby Dick. This is an extreme example, but it proves the point that nicknames should not be based on some negative characteristic; they should be based on demonstrated positive behavior.
Relationships are established by reciprocal rapport, trust, communication, respect and support from others that a person interacts with on a daily basis.
Each season both campers and staff anticipate having a pleasant camp experience where old friendships are renewed and new ones are made.
Many life-long friendships can be generated from being a member of a camp community. Sentimental reunions take place not only after the camp season but also in future years. The “good old-days” memories from camp are often discussed and energized at future gatherings.
Members of the community can be made aware of and focus upon the importance of relationships at camp. Camper and staff handbooks read before camp, with discussions continued during camp orientation meetings and reinforced during the season are of significant importance for a successful camp experience.
How we perceive ourselves and how others perceive us has a distinct impact upon our continued personality development and resultant behavior at camp, school and at home.
Parents send their children to camp for many reasons, but one of the greatest is to provide them with an enriching experience where they can learn positive things about themselves and develop skills they’ve never had the opportunity to develop at home or at school.
Camp directors have the unique opportunity to bring out the best in campers and send them home better for the experience. No wonder so many adults have such fond memories of camp. Somehow, somewhere a camp made the difference. Make the most of your opportunities.
Charles B. Rotman, Professor of Psychology, Emeritus, at Babson College in Wellesley, MA and former director of Camp Young Judaea in Amherst, NH, died in 2014 after a long and distinguished camping career. He was the author of "Camp is Business, Customer Satisfaction: and "Continuous Quality Improvement in Camp Management" and was president of CBR Associates, a mental-health consulting service for camps.