A 2004 American Camp Association poll of its members found that the one area camp administrators wanted more information on was personal leadership development. It is evident that there is a quest in the camp field for enhancement of leadership. As camp directors plan for the new season, your experiences from the previous summer should help you recognize and acknowledge some of your leadership strengths and weaknesses. Yes, we all do indeed have positive and negative leadership qualities. Before the new season is upon us, it is crucial to analyze and consider our personal options for leadership development, and chart a course for improvement.
Be forewarned though that personal development is not easy and that, in spite of how highly touted some may be, leadership and management fads come and go. As an example, some of the most popular books on leadership only a decade ago can now be found — forgotten — in the bins of discounted bookstores. It is thus essential that a person seeking to become a better leader not become a blind disciple of a current popular management fad or leadership guru. If one culls the research from management studies, organizational dynamics, and psychology, we find that there are several consistent findings regarding leadership: no matter which path we individually take for leadership development, four essential interventions must occur. Indeed, if a person neglects even one of these steps, he or she will never become an excellent leader. It might be possible to become a good leader, but excellence can only occur if one has utilized these four necessities.
This article does not detail the one and only path to leadership excellence — such a path simply does not exist. Each of us must create our own highly individualized path toward this end. What this article will do, however, is specifically spell out four action steps that each and every one of you must undertake no matter which path is chosen.
Challenges to Leadership
Every leader faces a series of challenges that must be acknowledged. The following three are common to every leader regardless of profession. The four necessary interventions assist in coping with these ubiquitous leadership challenges.
The Four Necessities
Let's start this section of the article with some good news: It is indeed possible to overcome the just-described challenges to leadership. There's bad news, too: Personal leadership will take time, effort, and for many, even money. Leadership development is a process, and there are no shortcuts. Americans are world renowned as seekers of instant cures, whether for weight, happiness, and/or even satisfaction in relationships. But there is no pill, gimmick, book, workshop, or motivational speech that will impart instant excellence in leadership (or for any longstanding challenge or problem).
I even want to warn readers that some of the following four necessities can be intimidating, costly, and anxiety provoking. These characteristics in no way negate the importance of the interventions. As with personal development in any important area, individuals must face their internal fears and move forward (sometimes into even more anxiety-provoking situations).
We'll start with one of the easier interventions.
Step One Establish a Definition of Leadership
Several months ago a son of a friend was querying me about positions at camp. During this informal interview he asked me what I did as the director of the camp — in essence, he wanted to know my responsibilities as the leader of a camp. In the best Socratic method, I turned the question around and asked him what he thought I did as the leader of a camp. Without hesitation he informed me that as the leader, my responsibility was to give orders to others. Thus in this young man's eyes, a leader is one who gives orders. So according to this young man, if I was to spend my day delegating and ordering other people about, I would be a great leader. It really wouldn't matter if my staff despised me and made purposeful attempts to sabotage the camp or even if the camp were falling about around me as long as I was excellent at giving orders.
I present this anecdote to establish the finding that many leaders and leaders-to-be have not actually defined leadership. They may have some vague and amorphous personal definition of leadership but lack anything specific and substantial. Challenge yourself; before reading any further, take a maximum of five minutes and write a specific leadership definition.
One of the most influential definitions of leadership was formulated in 1975 by Henry Mintzberg and has since become the cornerstone of leadership for hundreds of thousands of leaders. The Harvard Business Review, the periodical that printed Mintzberg's work, states that this article remains one of the most popular articles ever based on requests for reprints. Readers most certainly do not need to use the Mintzberg definition but can at least compare it to their own. An ill-defined definition or unrealistic definition (like the one offered by the young man described earlier) can hurt our leadership potential before we even begin.
According to Mintzberg, leadership is not simply one role but actually an assortment of numerous roles all considered under one title and with each requiring a specific set of skills. Some of these roles include:
All of these roles are interrelated, and most problems that occur in an organization will require the coordination of several roles. Even more important, leaders who are responsible for other leaders (such as those in middle-management positions) need to be aware that these individuals will also have to assume the same variety of roles, some of which may be completely unfamiliar.
One additional point needs to be made in regards to our specific definition of leadership. A leader assumes these interrelated roles for one specific purpose: to keep his or her camp successfully thriving in uncertain times. The leader is continually taking a long-term perspective in regards to a camp's health.
Step Two Initiate a Formal Feedback Process
Now that we have a working definition of leadership, a natural follow-up at this point is to monitor how successfully we are meeting the criteria of our definition. As stated earlier, many leaders personally review their own success and failures but go no further than this. Recall though the challenges to leadership, particularly our inborn human tendency to overestimate our strengths and minimize (or even deny) our weaknesses. Our self-evaluations may have little to do with objective reality. There is only one way to circumvent this: Actively seek out feedback about our performance.
This second intervention can be an anxiety-provoking intervention. Opening ourselves to possibly critical feedback is not a highly desirable state, but it is the only way to accurately gauge our performance. (See the September/October 2003 issue  of Camping Magazine for my previous article "Evaluating a Good Season" for some pragmatic tips on eliciting ongoing day-to-day feedback from staff.) Let's focus on the gold standard of feedback: The 360-degree evaluation.
Many large corporations, including most of the Fortune 500, use a 360-degree appraisal system. This system utilizes feedback from supervisors, peers, and subordinates. A brief description is as follows:
Anonymous surveys bypass the longstanding challenge of eliciting honest feedback from peers and employees. Though there is no claim that 360-degree evaluations are perfect, they are far better than traditional evaluations. Consider the power of a process in which a leader fills out an evaluation on herself and then is able to compare her responses to those compiled by peers and employees. Most leaders are surprised to learn just how differently others perceive them — including observations of strengths and weaknesses.
The American Camp Association (ACA) and I created the first 360-degree feedback evaluation for camp leaders, and it is available in the text Coaching the Camp Coach (2003). Again, a process to elicit feedback from others we work with is an essential intervention for leadership development; it is not a step that we can bypass and yet still expect to find success.
Step Three Ongoing Skills Development
By now we have defined leadership and been evaluated on our strengths and weaknesses. The third intervention is a natural progression to the first two steps: It is now time for us to build on our strengths and decrease our weaknesses.
Skills development typically occurs in two areas:
Typically coaches demonstrate the following attributes:
Coaching sessions are held normally once a week (often by phone) and focus on issues that the leader needs to work on (often uncovered in the 360-degree evaluation process). Sessions are confidential, and leaders are free to express their concerns and doubts about their leadership skills. Coaches offer ongoing feedback, reframing of issues, occasional suggestions and challenges, and complete support.
Coaching has become a staple in top corporations. If a camp leader does not have a person who can act as a coach — a trusted individual with demonstrated people skills and a thorough knowledge of the camping field — he or she will be forced to seek one out and likely pay out of pocket. This can become a financial burden, but is well worth the cost and effort in the long run if the desired goal is excellence in leadership. Actually, there is no other way to develop our people skills if we do not have a readily available coach who is willing to work with us for free.
Step Four Continually Monitoring the Environment for Threats and Opportunities
Recall our definition of leadership. The overarching goal of a leader is to keep his or her camp thriving through uncertain times. And we are indeed facing uncertain times. The camp industry is facing n