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You hired the perfect camp director
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Who do you turn to at the top of an organization? When a new camp executive director starts, everyone assumes the hard part is over. The search is done. The hire is settled in. Time to pop the bubbly and celebrate! But weirdly, that’s when both the new leader and the board often feel most alone. The executive can’t always confide in their new team about their challenges. Board members can’t openly question decisions without giving the impression they are undermining their new hire. Both sides need guidance, but have nowhere to turn. The Dual Isolation ProblemNew executives who are navigating the landscape face situations they can’t discuss with their boards without creating concerns. What happens when a board member has a business relationship with an organization? When a board member pushes a personal agenda that conflicts with camp operations? When internal politics threaten to derail good decisions? Boards also face their own version of this. They’re responsible for supporting and evaluating someone they just hired. They wonder if normal early struggles are indicators of something greater. They can’t always discuss concerns openly without damaging the relationship they’re trying to build. Both sides end up isolated at exactly the moment they need support most. Why Step 4 ExistsThis is Step 4 of our four-step process: ongoing support and coaching after the hire. Most placement firms disappear once someone accepts an offer. We stick around because we’ve seen what happens without that support. Executives struggle alone. Boards second-guess their decision. Small issues become crises because no one had a safe place to ask for guidance. We already know the personalities, the board dynamics, and the camp’s specific context from working through Steps 1-3. That means we can offer tailored coaching, not generic executive training. Leaders can call us about sensitive situations they can’t raise elsewhere. What This Actually Looks LikeExecutives reach out months after starting when they face board dynamics that feel impossible to navigate alone. Board members call when they’re unsure how to support their new hire through a difficult transition. The conversations stay confidential. The guidance considers the specific people and politics involved. And because we were there from the beginning, we understand the full context - not just the surface-level issue. Staff training impacts one season. An executive hire, properly supported, lasts a decade. Leadership at the top is inherently lonely for everyone involved. Having someone who understands your specific situation and can offer honest guidance, free of politics? That’s what turns a good hire into a long-term success. 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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