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Think you know the exact fit for your camp?
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So often, a camp tells me they want this one type of person for their next director. They are certain they know the exact type of person perfect for them. Then, again, so often, something hilarious happens. They end up hiring someone completely different. Nearly every time, this is how it plays out. Boards describe their ideal candidate (think: energetic and extroverted OR calm and steady). They have a strong feeling about the kind of leader they need. Then, during interviews, they fall for someone with a style different than what they thought they needed in the first place. This isn’t, in any way, a problem. It actually reveals something crucial about what hiring decisions require. The Personality ParadoxAfter years of working in the hiring process, matching candidates with camps, it’s easy to see why this happens. Camps can struggle to articulate the type of person they need, even when they can list required skills perfectly. They know they want someone with fundraising experience, camp management background, and strong communication skills. But introvert or extrovert? High-energy or measured? Years of wisdom or fresh perspective? These personality factors matter just as much as skills, but they’re harder to define upfront. Initially, boards often echo leadership books and pop culture ideas about “good leaders.” Then they meet actual people with different styles, and realize their real needs don’t match what they thought they wanted. Why This Matters for Step 3This is Step 3 of our four-step process: the interview and negotiation phases. After deep discovery (Step 1) and resume filtering (Step 2), we present 5-7 candidates who have all the required skills but vary in personality and style. Sometimes we include someone slightly outside the initial profile. Most boards are skeptical but agree to meet them. That “wild card” often becomes the finalist because they help boards see what they actually need. Funny how that works. Five Problems Step 3 SolvesWe’re going to dive deep into each of these down the line, but here’s the quick version of what this phase solves in real-time:
The Guided Interview DayAfter presenting candidates to the board, we bring finalists on-site for a full interview day. Usually one person, sometimes two, rarely three. They spend the day meeting board members, staff, and stakeholders. They tour the property and deliver a short presentation revealing their communication style and leadership approach. It’s all about guiding both sides through understanding each other. We help candidates see potential in spaces that need work. We help boards recognize when someone’s actual personality fits better than the type they thought they wanted. By this point, there’s certainty someone is getting hired. And yes, often it’s someone with a different personality than what the Board thought they needed. Having an outside perspective in the room changes everything. Sincerely, Senior Consultant at Immersive1st Learn more about Immersive1st's Approach |
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Subscribe to the Immersive1st newsletter for new openings and smart job search tips. Hiring? The next issue will show how your organization can reach the right candidates.
Sounds obvious, right? I shouldn’t even have to say this. But so many camps struggle to answer this clearly. They know what activities they offer. They know their schedule. They can tell parents about facilities and staff ratios. Ask them “Who are you? What makes you different?” and the answer gets fuzzy. Clear identity means campers want to come back summer after summer. The Retention Paradox A summer camp approached us with a puzzle. Program quality was extraordinary. Survey results showed...
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