Empowering Staff for Effective Leadership
Subsidiarity in Management: Lessons from Scotland’s Devolution and Their Application to Business
When I was at university in Scotland, there was a national vote to shift governance in Scotland from London to a newly established Scottish Parliament. The vote was a resounding Yes, and with that, a new parliament was formed, gaining control over matters previously managed from London. (We can debate the relative merits and success of this another time). This shift was more than just a change in where power was centered; it recognized that the people of Scotland were best positioned to understand and address their own needs.
In political science, this act is known as Subsidiarity—the principle that decisions should be made at the most local level possible, giving those closest to an issue the autonomy to solve it quickly and (hopefully) correctly. This idea, while simple, is profoundly powerful: empower the person closest to the decision. Trust those on the front lines—the ones who interact directly with customers, campers, and their families—to solve problems quickly and effectively.
As directors, this autonomy is what many of us crave in our roles. We dream of having the freedom to get things done without unnecessary oversight. Yet, while we desire this for ourselves, we often deny it to those below us. Summer camps, in particular, tend to operate under the mindset of "this is how we’ve always done it," with decision-making power concentrated at the top, among directors and a select few returning staff members. Ironically, we become the very roadblock to change that we so often rage against at conferences. Our Camps are a well-balanced machine, but not everyone that breaks a machine is a luddite.
In my experience, the true power of Subsidiarity became clear when I observed a logjam during registration regarding fees and refunds. Staff were eager to help families, but they were required to get my approval to waive a fee or issue a refund. This process, while seemingly straightforward, often took days from the initial request to resolution. To address this inefficiency, we implemented a system: frontline staff were empowered to resolve customer issues on the spot if the cost was under $50. For issues between $50 and $100, they would consult with a supervisor or reference past solutions. Anything above $100 was escalated to the director. This system allowed those dealing with the issues daily—the ones closest to the problem—to solve them efficiently while still providing a framework for support when needed.
These staff members were experienced, year-round camp professionals who knew their roles, the camp, and me well. Even so, I found myself slow to extend this autonomy to new summer staff, hesitant to let go of control. But I’m getting there.
Let’s apply this to camper behavior management.
Traditionally, when staff struggle to manage a camper’s behavior, they are trained to call for help. An administrator, radiating authority, swoops in, places their hands on their hips, and deals with the camper—often removing them from the group and taking them to the office. While this might seem like an efficient solution, it can unintentionally reinforce unwanted behaviors. For instance, a camper might misbehave simply to escape the heat and enjoy the comfort of an air-conditioned office.
This approach not only undermines the authority and confidence of summer staff but also disrupts the camp’s mission of fostering independence and responsibility among campers (and staff) . If we truly want to empower our staff, we need to rethink how we handle such situations.
Instead of removing the camper, we should consider a strategy that empowers the staff to manage the behavior themselves. When a situation arises, rather than taking the disruptive camper away, administrators should step in to support the staff by taking the well-behaved campers for an activity or a break. This allows the staff, who are closest to the situation and understand the context best, to address the behavior directly.
This approach accomplishes two important things:
Maintains Authority: Allowing staff to handle the situation themselves reinforces their authority and competence in the eyes of both the campers and their peers. They learn to professionally manage challenging behaviors, an essential skill that will serve them for life.
Prevents Maladaptive Behavior: By not rewarding negative behavior with a trip to the office (and the comfort of air conditioning), we avoid creating incentives for campers to act out. Instead, the focus remains on positive behavior and the natural consequences within the group setting.
The Benefits of Subsidiarity at Camp
This model of empowerment brings clear benefits:
Increased Efficiency: Giving frontline staff the authority to resolve issues improves the speed and efficiency of problem-solving. Customers receive faster resolutions, and staff are not bogged down by waiting for approvals on minor issues.
Enhanced Employee Engagement: When employees are trusted to make decisions, they feel more valued and engaged in their work. This leads to higher job satisfaction, lower turnover, and a more motivated workforce.
Improved Satisfaction: Quick, effective solutions lead to happier campers and parents. Even when problems arise, customers appreciate timely responses, which can turn a negative experience into a positive one.
The Road Ahead: Applying Subsidiarity in Summer Camps and Beyond
Despite the clear benefits, adopting such a model is not without challenges, particularly in environments steeped in tradition like summer camps. Resistance often stems from a fear of losing control or a belief that only those at the top have the expertise to make the right decisions. However, just as Scotland demonstrated (maybe) that local governance can be both effective and efficient, I believe that empowering frontline staff in any organization can lead to better outcomes.
To make this work, it’s essential to provide staff with the training and tools they need to make informed decisions. Clear guidelines and a well-defined process ensure that staff know when to act independently and when to seek support. Then we need to get past ourselves and out of their way. Regular feedback and adjustment of the process can further refine its effectiveness.
