Lists - staff administration in camping programs

Camping Magazine, Sept-Oct, 1996 by Karen Pavlicin

I am a list person. I create lists to organize my thoughts, remind me of things to do, and to share information (most people will take the time to read lists). Crossing items off a list makes me think I've accomplished something. At the top of my list this month: give all the Camping Magazine readers everything they need to know about staff administration. (My lists tend to be ambitious.)

David Letterman would probably create a list of the "Top 10 reasons camp staff require administration." Smart Money would list the "10 things your camp insurance agent won't tell you." Here are just 10 of the many staff administration tips your colleagues share in this issue:

* hire people you trust; check their backgrounds and references (p. 11)

* facilitate teams to effectively use conflict (p. 17)

* learn what motivates staff; provide opportunities for them to learn and grow (p. 19)

* use parents' perspective to get staff thinking about their camper-care responsibility (p. 22)

* share one-minute goals, praise, and reprimands (p. 25)

* structure time for program and service staff to get to know and appreciate one another (p. 29)

* help staff to be good listeners, especially for campers who need extra support such as those adjusting to parents' divorce (p. 31)

* clarify expectations and stress goals over procedures (p. 34)

* write clear job descriptions (p. 37)

* attend the American Camping Association national conference (p. 42)

In my two years as editor of Camping Magazine, I've met many dedicated camp professionals, all of whom have their own set of important daily decisions to make. Many of the challenges they face are similar to those faced by other business leaders:

* hiring: discerning the true personality and talents of job applicants in just a short interview;

* supervising: making time to observe, support, and be a part of the staff at work;

* leading: providing direction and being accessible; and so on.

The paperwork and legal stuff is important, but only to the extent that it allows you and your staff to do your jobs.

At the core of successful staff administration is a coach and a team exchanging information, sharing knowledge, and building relationships.

Exchange information

Share mission, philosophy, goals

You can't achieve all of your camp goals by yourself; that's why you've hired excellent staff. But they can't help you achieve those goals if they aren't sure what the goals are. If you are a director, provide direction:

* Clearly state your mission, philosophy, and one to three goals in a way that's easy for everyone to remember.

* Post the goals on a bulletin board, visible to everyone, even campers and visiting parents. There should be no secret about what you want to achieve at camp.

* Help staff to see how their actions and contributions affect the achievement of your goals.

Mini-exchange often

Evaluations are not just report cards with a grade. In fact, I've relabeled my evaluation form to read "exchange of information." After all, all parties involved simply want to know how they're doing and how they can help each other be more effective.

* Formal evaluations should never contain surprises. Interact with and respond to staff often with informal, mini-exchanges of information.

* Don't take acceptable work for granted. Say "thank you."

Share knowledge

Training staff is more than teaching them the rules, more than building skills. It's providing experiences in which they can grow professionally and as individuals.

* Be a mentor. Staff want coaching when they're unsure. Know enough about their work and the tools they use to back them up when needed. Offer appropriate challenges beyond their current responsibilities. Staff look for a role model to emulate.

* Provide resources. Try do-it-yourself binders. Any time you discover a useful magazine article, newsletter column, or program idea, punch three holes, highlight what strikes you, and add it to the binder. Add tabs when you've collected more than five items on a topic. Include everything from rainy day activities to good supervision techniques.

* Let seasoned staff teach less experienced staff. Teaching reinforces understanding.

* Think about the experiential activities you provide to campers. Then provide the same opportunities to staff.

Build relationships

Most camp directors say they're in the business of "people." Don't forget that the campers aren't the only people at camp who need to learn about team work and contributing to community, and who want to feel important and safe and wanted and valued. Staff are people, too. They'll respond best when your actions show you respect their individuality and trust their intentions.

* Learn the first and last name and discover at least one interest of each camp employee.

* Organize a team building activity for all staff (including the director) to participate in.

* Listen. Allow staff to disagree with you when discussing ideas. Show them you value their input. If you choose not to use their ideas, share the reasons behind your decision.

* Don't just say you have an "open door." Create an environment where staff do not hesitate or feel embarrassed to ask for your help.