At every camp, there’s a moment when a counselor steps forward, not because they have to, but because they want to. They notice a camper struggling, take initiative to help, and model calm for others. That moment is leadership in motion.

At Camp NAC in Newtown, Pennsylvania, we see these moments every summer. They don’t arise from titles or training manuals; they emerge from a culture built on three essential elements: connection, confidence, and curiosity.

These “3 Cs” form the foundation of sustainable leadership development. They’re not add-ons to a staff curriculum; they’re the invisible threads that weave belonging, initiative, and growth into the fabric of camp life.

Leadership development isn’t a program, it’s a culture. And when camps intentionally embed curiosity, connection, and confidence into daily operations, we don’t just create great counselors — we grow great people.

Creating Commitment

Connection is where leadership begins. When staff feel deeply connected to one another, to their supervisors, and to the camp’s mission, they engage at a higher level. Belonging fuels bravery and drives retention.

At Camp NAC, we’ve learned that staff commitment doesn’t come from incentives, it comes from relationships. Pre-season gatherings, team-bonding nights, and weekly appreciation traditions remind every staff member that they are seen and valued. Counselors often describe these micro-moments — a high-five after a tough day, a note of gratitude, or an evening debrief — as the experiences that shaped their confidence as leaders.

Research findings from the American Camp Association’s National Camp Impact Study: Staff Impact Report (2023) show that staff who experience strong social connections and a sense of belonging are significantly more likely to return to camp and assume greater leadership responsibilities. This reinforces what many camp professionals already know: connection creates commitment.

Building Connection

Here are some camp-tested, practical ways to build connection:

Design a culture of belonging. Build connection into the foundation of your camp systems, from hiring to training to mid-summer feedback. Rather than making belonging a buzzword, make it a measurable leadership priority.

Train current leaders to model connection. Supervisors set the emotional tone. When they consistently check in, listen, and lead with empathy, staff naturally mirror that behavior with campers and peers.

Integrate connection into leadership pathways. Create structured opportunities for emerging professionals to lead projects, mentor others, or represent your camp at ACA or other events, turning connection into career development.

Reinforce shared purpose. Frame every meeting, goal, and event around your camp’s “why.” When staff see how their daily actions tie into a larger mission, it deepens collective ownership and commitment.

Confidence Through Empowerment

Confidence isn’t built through words but through opportunities. When camps intentionally empower emerging leaders to take ownership, confidence becomes a shared energy that elevates the entire community.

At Camp NAC, we created “ownership moments” where counselors design and lead activity blocks or spirit challenges. These experiences empower staff to make creative decisions and see the direct impact of their leadership. Supervisors coach rather than correct, fostering autonomy and growth.

This approach aligns with the CampWell Framework developed by MESH and trauma-informed care expert John Hamilton and the Alliance for Camp Health, which identifies four pillars of well-being:

• Safe
• Supported
• Connected
• Contributing

Empowerment turns the Contributing pillar into lived practice. When counselors feel trusted, they not only grow in confidence, but begin to see themselves as capable leaders beyond camp.

Research findings from the Alliance for Camp Health (2022) similarly highlight that youth and staff who perceive autonomy and meaningful contribution demonstrate higher well-being, resilience, and long-term engagement.

Building Confidence

Here are some applicable strategies to build confidence among your camp staff:

• Assign team leads for daily operations or camper groups.
• Encourage staff to present mini trainings on their unique strengths or skills.
• Model transparent feedback that is consistent, kind, and actionable, ensuring that growth feels both supported and safe.

Curiosity as a Growth Engine

Curiosity drives innovation, and innovation keeps camp relevant and thriving. The best leaders are lifelong learners who ask, “What can we try next?”

At Camp NAC, we cultivate curiosity by encouraging staff to experiment with new program ideas, mindfulness moments, and creative camper engagement tools. One counselor recently introduced a fun ritual called “Water Cheers,” where everyone clinks their water bottles together before transitions. What started as a small idea to encourage hydration quickly became a joyful, mindful pause that keeps campers connected and energized throughout the day.

Curiosity thrives in psychologically safe environments when leaders invite questions rather than demand answers. ACA’s Emerging Professionals in Camping (EPIC) program embodies this mindset. Through regional EPIC Exchanges, mentorship calls, and professional growth initiatives, new and emerging leaders are encouraged to explore, reflect, and share ideas that challenge the status quo of camp leadership.

As ACA, Keystone’s EPIC Chair, I’ve witnessed how powerful this community can be. When young professionals are given space to ask questions and dream boldly, they find their voices, and those voices can transform the future of camp.

Fostering Curiosity

Here are three actions you can take to foster curiosity within your staff:

• Incorporate breakout sessions during staff training based on themes your team wants to explore or learn more about. Giving staff a voice in shaping sessions builds engagement and ownership.
• Ask reflective questions such as “What did we learn?” at the end of every meeting, training, or event. This simple habit reinforces growth, awareness, and continuous learning.
• Encourage innovation by inviting staff to bring forward new ideas for programs, wellness initiatives, or community rituals. Whether it’s a creative activity like “Water Cheers” or a new mindfulness practice, these small contributions often spark meaningful shifts in camp culture.

How EPIC Is Growing Tomorrow’s Leaders Today

EPIC was founded on the belief that leadership begins with connection, exactly the same principle that guides camp communities. Across the country, EPIC groups are helping young professionals build networks, find mentors, and develop confidence through collaboration and shared learning.

Through monthly EPIC Exchanges, members discuss real-time challenges, from staff burnout to innovative programming, in open and supportive spaces. These conversations spark curiosity, build confidence, and deepen professional connections, creating a leadership pipeline that strengthens the entire camp movement.

Learn more about EPIC at ACAcamps.org/EPIC. And check out these additional resources for camps and emerging leaders:

• ACA Resources for Camps — Find leadership, staffing, and culture tools at ACAcamps.org/resources.
• MESH (+) Resource Library — Evidence-based practices for supporting mental, emotional, and social health, developed by the Alliance for Camp Health, are available at allianceforcamphealth.org.
• CampWell Framework — This holistic well-being model can help camps integrate leadership, connection, and wellness practices into everyday operations. Learn more at ACAcamps.org/research/special-projects/campwell.

A Culture That Lasts

The greatest investment a camp can make isn’t in equipment or facilities; it’s in people. By embedding connection, confidence, and curiosity into our daily rhythms, we cultivate an environment where leadership naturally takes root.

When young professionals feel seen, trusted, and inspired to learn, they want to come back, and they are motivated to continue to grow. And those are the leaders who will keep our camps, communities, and our movement thriving for generations to come.

Photo courtesy of Green River Preserve, Cedar Mountain, NC.

References

American Camp Association. (2023). National Camp Impact Study: Staff Impact Report. ACAcamps.org/resources/national-camp-impact-study

Hamilton, J., & Alliance for Camp Health. (n.d.). CampWell: A framework for holistic well-being at camp. ACAcamps.org/research/special-projects/campwell

Alliance for Camp Health. (2022). MESH+ resource library: Mental, emotional, and social health in camp communities. allianceforcamphealth.org

Brianne Feinour is the youth and camp director of Camp NAC in Newtown, Pennsylvania, a multimillion-dollar program serving more than 1,200 campers each summer. She also serves as ACA, Keystone’s Membership Chair, EPIC Chair, and founder of the Keystone Wellness Committee. Her work focuses on cultivating leadership, connection, and well-being within camp communities.