Solving the "Pickle in the Middle" Situation
Young Professionals

Camp Young Professionals are people making the transition to camp as a profession. This article is the second in the series geared to Young Professionals — often referred to as "YPs" in the camp industry. YPs are generally under the age of thirty-five, although they can be any age — young to camp or young in years. They are usually in key formal and informal leadership positions in a camp, providing vitality and energy in the day-to-day operations.

In the first YP article featured in the January/February issue of Camping Magazine, we discussed how "Judy," a typical YP, made the decision to step into the camp profession. Once she made that decision, we discussed how she could get support from her director, university, and the many developmental resources that ACA offers.

This article focuses on the skills of the middle manager, or "Pickle in the Middle" at camp. This article explains the primary relationships a middle manager must understand, and then looks carefully at how to solve three classic Pickle in the Middle situations that inevitably happen at camp.

YPs, as they advance in their careers, inevitably find themselves in a unique position within the organization. They are responsible for staff and are responsible to senior staff. The position of Pickle in the Middle (PITM) in the camp organization does not differ much from that of middle managers in other industries. Quy Nguyen Huy in his article "In Praise of Middle Managers" (Harvard Business Review September 2001) described middle managers as ". . . close to the day-to-day operations, customers, and frontline employees — closer than senior managers are — so they know better than anyone where problems are. But they're always far away enough from frontline work that they can see the big picture, which allows them to see new possibilities, both for solving problems and encouraging growth."

The three primary relationships that camp middle managers must work with are (1) their supervisor or camp director, (2) their staff members, and (3) their peers or colleagues. Given the size of most camp organizations, camps rarely have more than one or two layers of "middle management." The middle managers can be year-round or seasonal staff. Executive directors of nonprofit organizations often consider themselves middle managers because they work between a board of directors and a staff.

Middle Managers and the Supervisor

This relationship is the most complex, demanding, and misunderstood of the three relationships that the middle manager must balance. It is essential for the middle manager to "manage up." Managing up means you ". . . develop a pattern of interaction between your boss and you that delivers the best possible result . . ." for your camp, and helps you become more effective as an employee. Managing up is not manipulation ". . . you can help your boss understand you, craft a vision, implement an idea, and communicate but you are helping them and yourselves, not manipulating for yourself (Simpson 2002)."

In order to manage up, you must understand the person who manages you. Though it is not written into the job description of the middle manager, taking the time to understand your boss's goals and pressures, their strengths and weaknesses, and how they like to be communicated with will make your ability to do your job more effectively. An example: you know that the flagpole needs to be repainted sometime during the summer and you have to make sure that your supervisor understands this. Will your supervisor remember it if you tell her in passing over lunch? Or does a note on her desk do the job? Or will you have to put it on the agenda of the next facility meeting? By knowing and understanding your supervisor, you can more successfully communicate your ideas and needs.

You must also understand yourself. The owner/director/board member is only half of the relationship. You have to be aware of your strengths, weaknesses, and management style.

Fundamentally, the relationship is dependent but uneven. This type of dependent relationship is unusual. You can't fire your boss but your boss can fire you, yet you both need each other to get the work done. Approach the relationship with humility and openness and a driven sense that you want to work for the success of the relationship.

Relating to Staff

As information and assignments flow from the senior manager to the middle manager to the staff, there are some principles to keep in mind that will help middle managers succeed in their position.

First, be careful not to burden the staff with things that do not apply to them. As you leave a meeting with your senior manager and enter one with your staff, cover the material with them that they have control over and can manage. If you want to share that which your director has asked you to accomplish as the middle manager, make it clear that it is not their responsibility. In this sense you can show the staff the big vision — the broad ideas that the directors and owners have, but don't make it the burden of the staff. Instead, empower the staff member to focus on and accomplish their piece of the vision while understanding how they fit into the larger picture.

Colleagues
Colleagues who are also middle managers are a great support at camp. Approaching a colleague in a professional, open, and trusting way will allow you to work on solutions to your roles as middle managers together. Being a good listener, as you would with any other staff or camper, is essential too. Warning: Avoid complaint sessions — they may be habit forming! There is only limited usefulness to focusing on the problem — focusing on developing and implementing a solution will make you better at your job.

If you find yourself in a small camp with no PITM peers check out the YP network or send an e-mail to the List-Serve (see the end of this article for more information). Many YPs are middle managers, and many are seeking peers in the industry.

Classic Situations

There are a few classic Pickle in the Middle situations at camp. Three are featured here. To describe each scenario we describe the problem, the key players, and their contributions. Then, we explain the best strategies to address the issue and describe how we know the situation is managed. Finally we discuss the power of the middle — how the middle manager has the unique ability within the camp to solve these problems.

These situations and their solutions were developed by groups of camp middle manager and senior managers at conference sessions.

Situation 1 The Pickle in the Middle is "skipped" — the senior manager goes right to the staff member to deal with a disciplinary situation.
 
The Problem — The Pickle in the Middle feels that the senior manager's actions undermine the credibility of the Pickle to their staff. The Pickle in the Middle may also feel the senior manager lacks confidence in his/her abilities.
 
The Players and Their Contributions — The middle manager's feelings are typical of any manager-employee relationship.
 
Best Options/Plans — First, take stock in yourself, make sure you understand how you feel and that your credibility and your relationship with the staff can be mended. It is time to sit down with your senior manager and work with them to continue to develop that "pattern of interaction between your boss and you that delivers the best possible result . . . ." (Simpson 2002) This is the piece not written in your job description: "must have skills to manage the people who
supervise you."
 
Managing the Situation — The senior manager probably feels that she was in the right to approach the staff. Listen to that reason and work with her so that the next time you know what to expect and senior management knows how to manage you and your responsibilities better. If you have to, pull out job responsibilities and make sure you both are interpreting them in the same way.
 
The Power of the Middle — As the Pickle in the Middle, you are connected directly to both your staff and your supervisor, and they both depend on you and look for your cooperation in these situations. In fact, this difficult situation can be turned to work in your favor — and create more credibility with you and your staff as well as your manager.
 
Situation 2 Staff members criticize senior management to the Pickle in the Middle.
 
The Problem — The staff member thinks the camp directors don't know what they're doing — and they come to you about it. Now you have to know what to do with that information.
 
The Players and Their Contributions — The staff members are obviously having trouble relating to the senior management, and whether they know it or not they are both playing a role in this situation. You have to figure out how to process and manage that which is brought to your attention.
 
Best Options/Plans — Ask the staff member to come up with ideas with you for resolving the situation. This is similar to how staff are taught, when working with a camper issue, to ask the camper to come up with their steps to a solution. If the staff member wants you to do more than listen, make sure you have worked together to come up with a plan that you, as Pickle in the Middle, can successfully implement with this staff member and the senior manager.
 
Managing the Situation — The lines of communication between you, senior management, and your staff member are open and functioning — and everyone feels good about it.
 
The Power of the Middle — Only an effective middle manager can keep these particular lines of communication open, and clarify the roles that each of the players have.
 
Situation 3 The Pickle in the Middle doesn't have confidence in his/her peers at camp.
 
The Problem — Without confidence in your peers, you feel that things will not get done as well and you end up wanting to/having to do everything.
 
The Players and Their Contributions — Your peers aren't doing their job, and you are not communicating with them about it.
 
Best Options/Plans — Make people aware that the problem exists — with your senior management or the peers that are the source of the issue itself. Communicate and explain your expectations and what you need in terms of process and end product.
 
Managing the Situation — You have confidence in your peers (and they in you) and you no longer feel the need to do everything yourself.
 
The Power of the Middle — As a middle manager, you are closely surrounded by knowledgeable and experienced camp professionals. You are also connected to many others through the YP network at the section and national levels who have experienced the same thing.

Power of the Middle

Being a middle manager at camp is an incredibly powerful role — not just a stop on the way to the top. Middle managers have a chance to practice their techniques and methods of management — both up and down — at every turn. Everything you wish you could change about your manager you can try to change in yourself right then. The same goes for the things you think your manager does well — you can get very good at positives, too. You do not have to wait until you take a job as a senior manager to practice and try management techniques — because you can do them right now.

You are also in the unique position of being on both sides of the "desk." You know how good it feels on a day-to-day basis when your boss talks to you in a way that is supportive and helpful to your job at camp — and you can support and help your staff in the same way. The opposite is true, too. So pay particular attention to how you treat your staff.

The ACA Young Professionals group is focused on supporting people who are entering or developing in the camp industry. There are resources for you if you are or will be a Pickle in the Middle. Check the ACA Web site: www.ACAcamps.org/youngpros for the latest programs and resources for young professionals in camp. There, you can sign up to become a member of the YP List-Serve, or read other articles having to do with YPs. In addition, you can become active in developing YP programs and contact the YP Committee.

Originally published in the 2005 May/June issue of Camping Magazine.