As camp leaders, we spend a lot of time talking about inclusion for campers. We train staff to create welcoming environments, adapt activities, and support campers with diverse needs.

But there’s a critical piece we often overlook: Inclusion isn’t just for campers — it’s for staff, too.

If we want engaged, motivated, and confident staff, we have to apply the same inclusion strategies to our teams that we expect them to use with campers. Staff may be neurodivergent, experience anxiety, live with disabilities, or simply feel overwhelmed, underprepared, or disconnected from their role. When that happens, disengagement isn’t a character flaw — it’s a signal.

The good news? The same strategies that support campers — strengths-based thinking, meaningful roles, clear expectations, choice, and agency — can also reengage staff and build buy-in.

Start With Reflection: “Your Best Role”

Before we talk strategies, it helps to ground ourselves in experience.

Take a moment to reflect on the best role you’ve ever had. This might have been a job, a leadership role at camp, a responsibility in a school club, a team you were part of, or another setting where you had a clear role and felt engaged. What made that experience positive? Was it the leader, the sense of belonging, feeling trusted, or having clarity and flexibility in what was expected of you? What did someone say or do — whether a leader, peer, or teammate — that helped you feel motivated and supported?

When people pause to reflect this way, clear patterns often emerge. Individuals thrive when they feel valued, capable, supported, and connected. These conditions are universal — and they don’t disappear just because someone is a staff member rather than a camper.

Reframing Disengagement Through an Inclusion Lens

When staff seem unmotivated, distracted, or checked out, it’s tempting to label them as “not caring” or “not a good fit.” An inclusion lens asks a different question:

What might this staff member need in order to succeed?

Disengagement can stem from many factors:

• A staff member who is neurodivergent and overwhelmed by unclear expectations
• Someone with anxiety who is afraid of doing the wrong thing
• A new staff member who doesn’t yet feel confident or connected
• A returning staff member who feels underutilized or unheard

Just as we would with campers, these moments invite us to adjust supports — not give up on people.

Getting Staff Buy-In: Building the Foundation

Staff engagement doesn’t happen by accident — it’s built intentionally.

Buy-in increases when leaders:

• Identify and empower allies on their teams
• Provide clear training and ongoing support, not one-time instructions
• Invite staff feedback on what’s working and what’s challenging
• Share responsibility for creating a positive camp culture

When staff understand why inclusion and engagement matter — and feel equipped to put ideas into practice — they’re far more likely to lean in.

Making Engagement Part of the Job: Clear Expectations and Practical Tools

Inclusion and engagement become real for staff when expectations are clear and actionable — not abstract ideals.

This means being explicit about what staff are responsible for, such as:

• Actively engaging campers rather than simply supervising behavior
• Using inclusive language and inviting participation
• Supporting group dynamics during transitions and unstructured time

It also means providing concrete tools, like:

• Plan B strategies when activities aren’t working
• “Question of the day” prompts to spark connection
• Group circles to reset energy
• Participation prompts that help staff draw campers in

When staff know what engagement looks like — and have tools to support it — they’re more likely to see themselves as capable leaders, not just crowd managers.

Moving Beyond “They Don’t Care”

Disengaged staff are often missing the same things leaders identified in the “Best Role” reflection: clarity, confidence, trust, feeling valued, and meaningful involvement.

Engagement increases when staff:

• Feel prepared, not set up to fail
• Understand how their role contributes to the larger mission
• Are trusted to take initiative
• Have opportunities to lead in ways that align with their strengths

Shifting from “What’s wrong with this staff member?” to “What might help them feel more invested?” can completely change how leaders respond — and how staff show up.

Coaching and Mentorship: Supporting Staff Growth

Another powerful way to engage staff is through coaching and peer support.

In a mentorship model, supervisors or experienced staff:

• Check in before challenging moments
• Offer language or strategies staff can try
• Model leadership behaviors in real time
• Reflect afterward to reinforce growth

For example:

“I noticed how you jumped in and helped reset the group — that made a big difference. Next time, you might try offering two choices right away.”

This kind of feedback builds confidence and sends a clear message: learning is expected, supported, and valued.

Recognize and Use Staff Strengths

A strengths-based culture doesn’t just benefit campers — it energizes staff.

Take time to notice and name what staff bring to your camp:

• The musician who could lead a music circle
• The outdoor enthusiast who could guide a nature hike
• The storyteller who connects during group time
• The calm presence who helps settle high-energy moments

When staff are invited to use their interests and talents, they feel valued and invested. Engagement grows when people feel like they have a meaningful role — not just a shift to cover.

Choice, Agency, and Flexibility for Staff

Just as campers benefit from choice, staff do too.

Consider:

• Offering options in roles or responsibilities
• Inviting staff input on activities and routines
• Using check-ins or polls to gauge comfort and energy
• Allowing different ways to contribute based on strengths or needs

These practices mirror inclusive strategies used with campers—and reinforce that inclusion is a shared value across the camp community.

Key Takeaways for Camp Leaders

(A quick summary for busy readers)

• Inclusion strategies work for staff, not just campers
• Disengagement is often a signal, not a failure
• Clear expectations and practical tools build confidence
• Strengths-based leadership increases buy-in and retention
• Choice and agency matter at every level

When staff feel included, supported, and valued for who they are, they’re better equipped — and more motivated — to show up fully for campers and for one another.

Final Reflection

Engaging the unengaged isn’t about fixing people. It’s about creating environments where people can succeed.

When we apply inclusion strategies to staff leadership, we don’t just improve morale — we strengthen our entire camp community.

Photo courtesy of Camp John Marc in Meridian, Texas

This blog was written on behalf of ACA’s Project Real Job, whose goal is to support camps in their efforts to recruit, hire, and retain staff.

Lisa Drennan is the founder of MERGE Inclusion Consulting and a disability inclusion consultant working with camps, recreation programs, and youth-serving organizations across the country. Her work focuses on practical, strengths-based strategies that help staff, campers, and communities build cultures of belonging.
mergeconsulting.org | [email protected].