by Jeff Leiken
Camp staff training is a strange concept. We have
a few days, maybe a week to orient staff to their job. Yet, it's truly
impossible to fully prepare them for what to expect because this work
is not static like punching numbers; it is dynamic and constantly changing.
Try and keep up with one child for just a day, let alone bring a dozen
of them together. Dynamic to say the least! Even those of us who have
done it professionally for years still regularly learn new skills.
So what then should we "orient" them
to, so as to best prepare them to do their job? How about this?
Kids First
What if you could successfully impress upon the minds and intentions
of your staff that the role they play in children's lives is profoundly
important? That this is not just a fun summer job? That everything they
say and do matters? That one thing they say or do could completely change
a child's life?
What would it be like to have an entire staff who lead their entire
summer with these thoughts in mind? What if your staff members were
always thinking, "Kids first."
Breakthrough
This is very peculiar work we do in this profession. Just try and explain
to an outsider what it is you really do in the part of your job where
you directly counsel kids. "I'm a counselor. I work with kids." Does
that really explain it? Does that even begin to explain the layers and
layers of what it is you really do?
Do you know what it's like in those moments when you do incredible work?
Those moments when a camper who has driven everyone else crazy (probably
their parents and teachers at home, too) comes to you and you are able
to help him! Maybe you are the first person ever to get through to him?
Do you know this experience?
No one else could help him - often times including yourself - up until
now. But you did!
How did you do it?
Suddenly, something came to you, something to say, something to do. You thought
of some story to tell. You did something that suddenly in a moment caused
this camper to "get it," to walk away from you with a smile no
one knew he had, to go and make a whole different set of choices about what
to be doing, to go and apologize to the group, to change his ways and change
his life. Sometimes the change is only in subtle ways, other times in profound
ways -
always though, significant.
Later on you relay the story to others and they ask, "How did you
come up with that?" And you go inside and check and your only answer
is, "I don't know! It just came to me!"
So, how do you explain this to those who haven't had the experience?
Believing in Children
You explain it by setting up for them the mind-set that makes it possible,
which is to get every staff member believing that every child can be
reached, every child can make changes, every child deserves a chance,
every child is just a few key decisions away from leading an incredible
life. They - your staff - might very well be the ones to help them get
there.
With this mind-set, their intention then becomes to make happen in reality
what they do know and believe to be possible. Your staff then begin to
make different choices: choices of what to be doing, choices of what
to be listening for, choices of how to best understand what kids are
really asking for and how to then help them learn new, more mature, and
more appropriate ways to get it. They become better camp counselors.
They become the type of people who inspire children. They become better
people.
Practical Suggestions
During staff training, tell the story at right. In fact share it on
the first day, before you've done any introduction or played name games.
Make your first impression on them a lasting impression in a most positive
way! Then tell them a dozen more such camp related "success" stories
at various times throughout orientation.
Do an exercise where you have them share with each other their stories
about who most impacted their lives and how they did it. What was it
that was different about this teacher or coach or relative? Have them
tell the stories in pairs, and then get a dozen or so to share with the
whole group.
Then end the exercise by asking them this question: "Would you
like it if this summer there are kids who leave our camp, and - the way
you think of this person you shared about - is the way they now think
about you?"
Notice your internal reaction when you read that question. Feel that
rush of adrenaline and motivation when such a powerful notion runs through
your system. Imagine for them the experience when they think this for
the first time. Setting up a scenario as you did and then asking them
a question like this is a most effective way to make a lasting impression.
I guarantee it. I've done it with thousands of staff members and consistently
get feedback saying that this is what they remembered most from training.
Then say, "Good. Let's get to work. We have a lot to learn and
you've already made the most important step, which is committing to how
big and how important this work is that you do."
Share Successes throughout the Summer
Throughout the summer, begin each staff meeting by sharing success
stories. Have staff turn to the person next to them and share stories,
and then collect a few to share aloud with the entire group. Sometimes,
you will share something that a staff member did not even realize they
had done.
Again, the key is to begin the meeting with taking fifteen minutes
or so to do this. Also, you will get through much more of the rest of
your agenda if you first get them in a positive state of mind for the
meeting rather than if they are dragging in and tired! Talking about
their successes and great moments of the last week will shift their mood
almost immediately.
As a supervisor, commit yourself to identifying at least one
positive counseling experience each day and taking a minute to acknowledge
- publicly or privately - the staff member who did it. This will force
you to refine your skills at being a positive leader and keep the all
important message at the forefront of your mind, too.
Believe in the possibilities of this work. Raise the mark of expectation
for your staff, just as you want them to raise the mark of expectation
for their campers. Expect a lot from them, hold them accountable for
it, and enjoy the results.
I know your campers will.
Originally published in the 2000 January/February
issue of Camping
Magazine.
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