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by Diane Tyrrell, C.C.D., M.A. Ed.
On one side, there are the emerging professionals, expressing frustration
because they are not getting hired as the camp directors, or upper-level
administrators, and not understanding why. On the other side are the
owners/operators expressing frustration because they can't find
qualified applicants to hire as the camp directors or upper-level managers.
What's left in the middle is a gap created by skill-set expectations
that have not been clearly and/or consistently communicated.
As an industry, we are very good at communicating the message that "camp
is fun." We promote fun, develop fun, and train our staff to deliver
fun. Camp staff know how to instruct fun, facilitate fun, and debrief
fun. Some staff think camp is so much fun they decide to have professional
careers in camp or youth development. With dreams of becoming the camp
director or administrator, they return to camp each season, march off
to college to get degrees in recreation . . . only to suffer from shock
when faced with what it really takes to make it in this industry as a
director and are not hired.
The problem is that many emerging professionals are lacking the skill
sets required to be successful in the job as a camp director. Plus, we
as an industry have not always been clear about communicating what the
expectations are.
And what we are not telling emerging professionals is that the reality
of running a camp is nothing like going to camp or being a seasonal staff
member! Just as being a "good" camper does not equate to success
as a camp counselor, being a "good" counselor or program staff
member does not prepare someone for the demands of running the camp. Skills
used for teaching swimming, arts and crafts, ropes course . . . have almost
nothing to do with skills required for the day-to-day job of being a camp
director! Running a camp is running a business (and this includes nonprofits).
No matter how warm and fuzzy the mission statement, running a camp requires
the same skills needed to run any business, such as knowledge of finance,
human resources, marketing, accounting, etc. (As for the fun message? Being
the camp director is often the least fun job in camp.)
Bridging the Gap
In order to help emerging professionals make it to the other side of
the gap, we have identified skills and areas of professional knowledge
that camp directors use every day—and that owners/operators are
looking for when they hire directors/administrators.
In order to ensure this information is relevant and current, we surveyed
several hundred directors, owners, and operators representing various types
of operations (day, resident, private, nonprofit, special needs, etc.).
The responses were so universal that this information could have been written
after the first ten replies! In other words, this is what you really need
to know how to do and be good at doing.
Skills/Areas of Knowledge that Directors Use Every Day
Attributes Important to Success (and Employment)
Finance
Camp directors must have strong skills in financial management, including
understanding all of the fiscal processes that impact the camp's
operation. Skills in budgeting and ability to understand the camp's
financial documents, such as spreadsheets, reports, statements, etc. are
also required. Employers also expect directors to have the computer skills
required to operate finance and accounting programs.
Critical/Analytical Thinking
A director must have the ability to process information, using critical
and analytical thinking, and be able to see the "whole picture" in
decision making. Analytical/critical thinking is also required when directors
have to process—and generate—statistical data.
Organization/Planning/Time Management
Directors have to juggle a lot of balls at the same time and be able
to work in an environment where multitasking is an ongoing, never-ending
process. No one is going to tell you "now do this" or "do this
next" or "plan for this for next week." You must have
planning ability to be able to work several weeks/months/seasons ahead
and manage your time accordingly. Additionally, as a director you will
be expected to take initiative and get the job done. Time management, including
the ability to prioritize issues, is critical to success! Directors must
have skills in short- and long-term planning, including strategic planning
as applicable. Additionally, the camp director is responsible to ensure
good record keeping, including being able to organize and track information.
Communication: Public Speaking/Public Relations
Most directors have some responsibility for representing the camp in
public. This requires that they are able to communicate the mission through
strong public speaking skills, the ability to make high-impact presentations,
and be the "face" of the organization.
Communication: Employees/Volunteers/Customers
Directors constantly communicate with the people around them—employees,
volunteers, campers, parents, user groups, etc. In addition to clearly
communicating ideas, training, and procedures, among other things, directors
must be good listeners, be able to praise the work of others, and be able
to give constructive feedback. Directors must have negotiation skills,
tact, and the ability to solve problems. Additionally, they should have
strong phone skills, as the position requires frequent problem solving
with upset parents, as well as program marketing—often over the phone.
Communication: Written
The expectation is that directors have excellent skills in this area,
as they must be able to write in a manner that is professional and correct!
Camp directors (and job applicants) should clearly understand that e-mail,
instant messaging, and text messaging language is not appropriate in a
professional setting! (This is such a critical skill that it is a deal-breaker
when it comes to employment!) In addition to professional letters and other
forms of communication, directors must also have the ability to write policies,
procedures, and manuals, among other technical documents.
Communication: Marketing/Customer Relations
Directors must be able to "sell" their programs to prospective
users and/or parents. This includes an understanding of customer relations,
ability to study the marketplace, and ability to work in a way that delivers
best services. If customers are children, the director must be able to
think like a parent—and develop marketing that shows an understanding
of the viewpoint of parents. There is also an expectation that directors
be Internet savvy for the purposes of marketing camp (not for surfing,
e-mailing, or IMing).
Human Resources
Directors have to have strong personnel management abilities—skills
in the hiring process that include interviewing, skills in staff training
to ensure staff have the tools/resources to successfully do their jobs,
and skills to supervise the work of others. Directors must also have an
understanding of employment law, be able to develop policies, demonstrate
skills in behavior management of employees, and be able to enforce regulations/policies
with staff.
Relationship Skills
Directors must enjoy working with others, set a positive tone, be able
to develop relationships, and have skills in facilitating relationship
building in those they supervise. They must also have the ability to connect
with and establish a rapport with others, including those who may be older
or younger, and they must demonstrate an ability to motivate and praise
the work of others. Directors have to be capable of dealing with complaints,
possess mediation skills, and be proficient at dealing with correcting
staff in a way that keeps the focus on the issue(s), rather than the "personalities."
Also, understand there may be times when your obligation as a supervisor
has to take priority over your desire to reach out and "grow people."
Risk Management/Legal/Regulatory
Running a camp requires an understanding of risk management and an awareness
of the legal/regulatory requirements for all aspects of the operation,
such as local and state ordinances, employment law, OSHA, insurance, etc.
Conflict Resolution Skills
As one director put it, "you need to be able to keep your staff from
killing each other." (And, here's a heads up! If you are the
type of person who avoids conflict, you should not be in this job!) Directors
should possess knowledge and skills in the area of conflict resolution,
have the ability to recognize problems early on and deal with them, and
the maturity to solve problems. You will also have to be prepared to deal
with complaints. This is an industry where the "product" you
are working with is human—expect there will always be a customer
(parent, volunteer, user group, etc.) who is not happy with everything
they experience. You will be the one who has to address tough situations
with campers, staff, parents, and users.
Decision Making
As a director, you are required to use skills to coach, reprimand, and
create positive performance changes with staff—and still be respected
(although don't expect to be liked). You have to make decisions in
a manner to get the job done and understand you often have to make unpopular
decisions. Unlike being a summer staff person or staff of an area, being
a director requires decision making that focuses on how it affects the
camp as a whole. The director must widen the scope of responsibility and
concern; they can't be focused on one or two areas only. A successful
director must demonstrate knowledge of the entire operation and understanding
of the camp's policies and procedures in all aspects of the operation.
Property/Facility
Most directors are expected, in the very least, to have an understanding
of the facility operation, and to help ensure compliance with regulatory
organizations as applicable. The director may also be required to manage
property, be able to work with outside contractors, have knowledge of restaurant/food
service management when meals are being prepared on site, etc.
If The Camp/Organization Also . . .
• Raises Money
Directors need an understanding of various types of fund-raising, as well
as the skills to work on development and solicit funds, write grants, and
manage the administration of funding from various sources.
• Has a Board
Directors need an understanding of the structure of the organization, including
the ability to handle the responsibilities of the board versus those of
staff, to facilitate board-staff relationships, to understand board development
process, and to work on board development as applicable.
• Has Volunteers
Directors need the ability to recruit and supervise volunteers and to understand
that the skills required for working with paid staff are different than
those required for working with volunteers.
Education
If you are going to college to become a camp professional, the recommended
majors and minors are:
Why Isn't Outdoor Recreation or Outdoor Education on the List?
A degree in "general" recreation/outdoor education focuses
more on programming and activities, verses a degree in recreation or outdoor
education management, which has a stronger focus in administration. While
outdoor recreation/education type coursework is suitable for "lower
level" staff, it won't translate well to the business operation
requirements of camp. (Remember, the ability to deliver a program was not
identified as a skill critical to being a camp director.) Unless the course
work has a predominant focus on management, the emerging camp professional
should major in something else—the number-one recommendation is business
management.
And Some Other Stuff . . .
- Gain Experience in Multiple Settings
Gain supervisory experience in at least two distinctly different camp
settings. When hiring, owners/operators are looking for someone with
a broad body of knowledge. If your experience is all in the same setting,
your knowledge is going to be limited to "how we do it here at Camp XYZ."
- Get Out of the Woods
You made a choice to have a career in camp administration—start
learning about camp administration. Get a job/internship/volunteer
where you can learn about the behind-the-scenes operation of the camp
or manage an aspect of the business operation, such as food service,
health care, transportation, or other aspect of the administration.
Help in the accounting office, answer the phones and talk to parents,
learn the registration system, or help with promoting the camp to customers.
Anything that builds your administrative skill set is a positive step.
- Master the Transitions and Changes in Relationships
A difficulty for those transitioning from staff to supervisor is working
though the changes that must occur in relationships with other staff.
To make a successful transition, you must understand that you are no
longer a peer or a pal—you
are their boss. You need to create and maintain a professional "distance" between
yourself and those whom you supervise—and separate yourself from
the summer staff and the "social aspects" of camp. Before being hired
as a director, owners/operators are going to want to make sure you
understand your role as a supervisor and recognize you are moving to
a professional role.
- A Director is Expected to Embody the Camp's Mission and Philosophy
The camp's/organization's mission will impact just about everything.
As the mission is part of the camp "lifestyle," your personal life—activities,
personal appearance, conduct—may be impacted, as you are the
"face" of the camp. As a director, you are expected to have a "mission
mentality" and be driven by business thought processes that apply to
the mission. You are expected to have the proper attitude and respect
for the goals, policies, and procedures of the organization you are
joining. In your day-to-day work, you must ask yourself, "how does
what you are doing apply to what you say you do?"
- Networking to Learn and the Continuous, Upward-Improvement Slope
The camp industry is continuously evolving, and professionals should
be on a continuous upward improvement slope. Attend as many training
and educational events, and activities as possible, including those
by camp professional organizations, kindred or related groups, and
business organizations. Network with other camp professionals, including
visiting camps, and talking with directors about what they do in their
jobs. Directors and owners share that they have often learned more
from the directors of other camps and camp leaders than they ever did
from books or courses!
Reality Check
Camp Is a Lifestyle . . . Not a 9-to-5 Job
When I say, camp is a lifestyle, I mean your work impacts your life,
and your life impacts your work. For a full-time, year-round professional,
this means every aspect of your life. A commitment to camp as a professional
means that you should be prepared to work long days and weeks, including
weekends and nights (and usually for no extra pay). The responsibilities,
workload, and long hours impact the time you have to spend with others,
and how that time is spent. If you live on site, expect challenges in
balancing private/family time with work. And having a job that is a lifestyle
can pose extra challenges if your spouse/significant other is not also
a "camp person."
Like marriage or joining a religious order, making a decision to commit
your life to camp should not be entered into lightly. Before you jump
into this job, you need to know that being a camp director, while rewarding
in many respects, is a stressful job! The responsibility of being a camp
director is intense, and there is tremendous time commitment and personal
sacrifice. Emerging professionals are encouraged to have some frank,
unvarnished talks about the lifestyle of being a camp professional with
current directors.
Originally published in the 2007 September/October
issue of Camping Magazine. |
