The Best Culture is Narrow
One of the most consistent indicators of long-term success is a strong organizational culture. Camp programming is socially intensive. It thrives on teamwork and adaptability. As such, culture isn’t just a nice-to-have—it’s a critical driver of program outcomes. But what exactly does it mean to have a strong culture? And how can today’s leaders shape one for tomorrow?
Let’s start with a definition. Culture exists between two bounds: a lower and an upper. The best cultures have a narrow gap between them.
The lower bound of culture is often defined by business and thought leaders as “the worst behavior the leader will accept.” In environments with weak or toxic culture, harmful behaviors are tolerated—and that tolerance lowers the bar for everyone. Think of a staff member who routinely shows up late or fails to supervise their campers appropriately, yet remains on the team. Over time, this sets a precedent and performance spirals downward. So while this definition captures an important truth, it’s only half the picture.
The upper bound is just as important: it’s “what the leader(s) celebrate.” That includes formal leaders—camp directors, program supervisors—as well as informal ones: returning staff or volunteers whose voices carry weight. Celebration can be a formal reward or a casual shout-out in conversation. Think about your camp. What gets praised by directors? What themes come up during staff meals or down-time chatter? These shape your culture just as much as rules and consequences do.
Soon, your staff will arrive. Returning staff will naturally share stories from past summers. Maybe you overhear a tale of a disastrous campout—rain that seeped through bad tents and poorly cooked food because the fire was hard to keep going. That’s a story about chaos. It’s a ‘war story’ from last summer. But what if that returning staff member continues, describing how campers looked out for one another, braved the cold, and forged deeper bonds? That becomes a story about resilience, community, and the mission of camp. It’s the same experience; all that changed is the part we choose to lift up.
Are your returning staff trained to elevate those moments of growth and connection? Or are they left to celebrate the chaos? Remember: new staff will chase whatever is celebrated.
So if culture lives between the worst you allow and the best you highlight, then the strongest cultures have the smallest gap between those two. That’s what we mean by a “narrow” culture. There’s alignment between the expectations and the aspirations.
What can you do to build that culture this summer?
Here are a few key practices we’ve seen work well:
- Go beyond rules—articulate real standards. Policies might require staff to stay within eyesight or earshot of campers. But a culture of excellence sets a higher standard: staff are fully engaged, maybe there’s a goal of learning something new about each camper every day.
- Coach consistently—and correct early. Leadership during and after staff training should include hands-on coaching. Don’t wait to address behavior that falls short. Often, a simple conversation is enough to create clarity. This keeps your camp from becoming a “warden-style” culture where leaders are seen as enforcers, not supporters. When necessary, hold staff accountable through consequences—including, when needed, letting someone go. It’s hard, but essential for protecting the culture.
- Empower returning staff as culture-builders. On day one, gather your returning team. Ask: What kind of culture do we want this summer? and How will we help build it? Their voices matter and they are key leaders that will see the benefits of positive culture.
- Cast a bold, mission-driven vision. Leaders who articulate a compelling purpose—who clearly state what they want this summer to mean—tend to attract staff who rise to meet that vision.
We wish you the best this summer as you work to build and protect a culture that inspires your team and impacts your campers. You’ve got this—and your campers are counting on it.
