Anyone who claims to love receiving feedback is either stretching the truth or blessed with nerves of steel. Feedback can be tough to hear.

Most of us approach it with pride and vulnerability, regardless of our generational differences. The goal, of course, is to improve performance, but heightened emotions often block real progress. Neuroscience backs this up: David Rock’s SCARF model (2008) reveals that our brains trigger a threat response to critical feedback, making clear thinking difficult. However, as Bersin (2014) highlights, empathy in feedback sessions can lower this resistance, helping staff to feel safer and more open to growth.

With this in mind, camp directors can think of feedback as an investment — each team member is like a piggy bank. For every piece of critical feedback (a “withdrawal”), you need a solid balance of positive interactions (your “deposits”). Research by Fredrickson and Losada (2005) shows that a 3:1 ratio of positive to negative comments boosts performance, with a 5:1 ratio driving growth in high-performing teams. Here are some practical ways to make feedback a steady, supportive rhythm in your camp culture.

Sprinkle in Feedback — Starting with Staff Training

With the bustle of camp operations, it’s tempting to save feedback for a midsummer evaluation — or worse, a long, end-of-summer session. From the first day of staff training, aim to weave regular, brief feedback sessions into your routine. The more familiar staff are with receiving feedback, the less intimidating it feels, paving the way for genuine growth.

One effective approach is to have mid-management track their interactions with staff from day one, using a simple spreadsheet to note positive and constructive feedback. This ensures balanced, consistent feedback across the team — not just for the high performers or the weak links, but for everyone. We’re big fans of Michael Brandwein’s “Describe, Label, Praise” model, which pushes directors beyond generic praise like, “Great job leading songs today!” to specific and meaningful feedback, such as:

“Susie, you led songs so well today. I loved that you had your set list planned and started with repeat-after-me songs, making it easy for everyone to join in. That’s what skilled planners do, and you’re clearly a fantastic planner. I’m so grateful to have a leader like you on the team.”

This model sets the tone for all feedback, not only with staff but also with campers.

Take Five Before You Dive (into Feedback)

People need a moment to steady themselves before receiving criticism. Research like Eisend’s (2006) on social psychology and persuasion reveals that a brief pause can reduce defensiveness. Known as the “45-Second Rule for Criticism,” a short pause before delivering feedback allows emotional reactions to settle, clearing the way for feedback to be received constructively.
Try starting with, “Hey, can I talk to you for a second?” and use that pause to walk with the staff member to a new location. This transition lowers tension, and even better, it helps staff associate “Can I talk to you?” with something constructive, not something to dread. This tactic works just as well with positive feedback, creating a positive association between you as their supervisor and this phrase.

Once campers arrive, feedback should be plentiful and frequent. Because many people are visual learners, you can also share feedback through handwritten notes or by posting positive survey results in the staff lounge. Immediate feedback boosts behavioral change by up to 70 percent (Aguinis, Gottfredson, & Joo, 2012). Use the trust you’ve built to deliver corrections instantly and respectfully, out of earshot of other staff and campers.

Little Conversations, Lasting Change

Formal feedback should come from multiple sources. Ideally, staff will meet with a supervisor weekly to receive feedback. Though intimidating to schedule, these sessions can be as short as 10 minutes. In their work on talent management, Michaels and Peiperl (1997) found that continuous, brief feedback leads to stronger behavioral adjustments than isolated feedback. They argue that ongoing feedback allows employees to make small, manageable improvements regularly, which ultimately accumulates into meaningful development. Some of our favorite formal feedback tools include GPS Cards and Michael Brandwein’s Continual Development of Staff (CDOS). The best systems have daily, weekly, mid-season, and end-of-season touchpoints.

Nurture, Nature, and Nourishment: Feedback Done Right

Formal feedback sessions often happen in office-like settings for privacy, but research supports holding these sessions outdoors. Berman, Jonides, and Kaplan (2008) found that time in nature restores attention and enhances cognitive function. When feedback sessions occur outdoors, staff focus better, remember more, and integrate feedback more effectively. Even light movement, such as walking, boosts creative problem-solving (Oppezzo & Schwartz, 2014). 

When in doubt, build empathy the old-fashioned way — feed them. Sharing food lowers anxiety and creates a positive atmosphere, reducing the “threat response” associated with criticism (Dunbar, 2017). Wansink, Payne, and Shimizu (2010) found that people feel more positive and interpret messages more favorably after consuming enjoyable foods. This can help soften the emotional impact of feedback, making it a great opportunity for puns:

• Doughnut get nervous, it’s just an eval
• Taco-bout your mid-summer eval
• Nacho average evaluation
• This eval is a piece of cake

Listen, Learn, Lead: Questions That Drive Growth

Asking questions during feedback is essential. It fosters a two-way dialogue, builds self-reflection, ownership, trust, and collaboration, and creates a more supportive environment. Balancing honesty with empathy is the key to feedback that actually sticks. You don’t need to sugarcoat things, but a little strategy goes a long way. Try using “I noticed . . .” to keep things factual and avoid putting the person on the defensive. Pair honesty with curiosity by asking, “What would you do differently next time?” This approach keeps the focus on growth rather than judgment. When people feel they are part of the process, they are more motivated to help steer the ship. That’s why feedback shouldn’t just flow one way. People don’t bore holes in boats they’re helping to row. We encourage camp directors to ask, “Is there anything I can do to support you better?” Here are some great questions to ask in feedback conversations:

• “How have you felt challenged this summer, and what did you learn from those moments?”
• “What specific skills would you like to continue developing this summer?”
• “Can you walk me through how you hope to apply this feedback for the remainder of the season?”

Straight Talk with a Soft Touch

Mixing honesty with kindness goes beyond simply layering feedback. The classic “feedback sandwich” (praise, critique, praise) can come across as disingenuous, leaving the recipient confused about what they actually need to improve. In Radical Candor, Kim Scott (2017) argues that directness paired with genuine care is far more effective. One strategy Scott suggests is to lead with your observations and stay fact-based, such as, “I noticed that during GaGa Ball, you were talking with other staff members instead of engaging with campers.” From there, ask questions to understand their experience, such as, “What do you think might help keep you focused on the campers next time?” This encourages your staff member to reflect and take ownership, making it a collaborative conversation rather than a lecture. Another practical tool Scott recommends is “going public” with praise and “going private” with critique. Acknowledging strengths publicly can boost morale, while addressing critiques one-on-one preserves trust and dignity. 

Closing the Loop with Compassion

Mastering feedback with honesty and empathy takes practice, but it’s one of the best investments you can make in your team. By embedding feedback as a regular part of camp life, allowing time for reactions to settle, and framing critique as collaboration, you make it easier for staff to embrace feedback as a chance to grow. A little empathy and strategy can turn even the toughest conversations into moments of connection and progress.

Pro Tip

You might be asking yourself, “How am I supposed to sprinkle all this feedback in for every staff member on top of everything else I do?” Well, my dear camp director, not only are you magical, but you’re also practical. Make the time. This is important and worth the effort. Keep notecards handy in your fanny pack so that when you get a couple of free minutes, you can jot down a quick message. Or make it a morning ritual: write a note or two over coffee each day.

Final Advice

Intentional feedback is a gift that can make a lasting impact on your staff. Acknowledging the small wins or showing you’ve noticed someone’s hard work doesn’t just boost morale; it builds trust, respect, and a stronger camp culture. Be consistent, be specific, and remember — small gestures can lead to big growth.

References

• Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Delivering effective feedback: Lessons from research and practice. Organizational Dynamics, 41(3), 221-229.
• Berman, M. G., Jonides, J., & Kaplan, S. (2008). The cognitive benefits of interacting with nature. Psychological Science, 19(12), 1207-1212.
• Bersin, J. (2014). The importance of empathy in feedback. Deloitte Insights.
• Brandwein, M. (2013). Learning leadership: How to develop outstanding teen training programs at camp. Michael Brandwein Productions.
• Dunbar, R. I. M. (2017). Breaking bread: The role of food in building social bonds. Adapted Human Behavior and Physiology, 3(3), 198-211.
• Eisend, M. (2006). The effects of feedback on persuasion: Evidence from meta-analysis. Journal of Research in Personality, 40(5), 395-424.
• Fredrickson, B. L., & Losada, M. F. (2005). Positive affect and the complex dynamics of human flourishing. American Psychologist, 60(7), 678-686.
• Michaels, E., & Peiperl, M. (1997). Talent management practices and their influence on behavior. Harvard Business Review.
• Oppezzo, M., & Schwartz, D. L. (2014). Give your ideas some legs: The positive effect of walking on creative thinking. Journal of Experimental Psychology: Learning, Memory, and Cognition, 40(4), 1142-1152.
• Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1, 44-52.
• Scott, K. (2017). Radical candor: Be a kick-ass boss without losing your humanity. New York, NY: St. Martin’s Press.
• Wansink, B., Payne, C. R., & Shimizu, M. (2010). “Is this a meal or snack?” Situational cues that drive perceptions of food intake. Journal of Consumer Research, 37(6), 108-116.

Anne Izard, Jalisa Danhof, Elizabeth Shreckhise, and Amber Grundy first connected over a decade ago at an ACA EPIC preconference. Driven to grow within the camping industry and elevate their professional skills, they formed a mastermind group to exchange insights, resources, and support. Although they each directed camps in different regions, they quickly discovered the immense value in learning from one another’s varied experiences. This group evolved into a trusted network, a space to tackle challenges and celebrate successes with peers who truly understood. Now, over 10 years into this organic collaboration, they continue to meet regularly and are each other’s biggest champions, crediting their bond with fueling their professional journeys. Today, Jalisa serves as director at Camp Newaygo, Elizabeth as executive director at Camp Alleghany, and Amber as executive director at Camp Tannadoonah, while Anne recently shifted her focus from an executive director role to professional development with the American Camp Association.

Photo courtesy of Camp John Marc, Dallas, TX; Camp Caraway, Sophia, NC.