Moneyball

In the early 2000s, Billy Beane, the general manager of the Oakland Athletics baseball team, revolutionized the way players were evaluated and teams were built. Through the strategic use of sabermetrics—a form of analytics that assesses player performance through in-depth statistical data—Beane was able to identify undervalued and overlooked players who could contribute significantly to his team's success. This approach, as highlighted in Michael Lewis's book, then Brad Pitt’s movie, "Moneyball," allowed the Athletics to compete successfully against teams with far larger budgets. Beane's methodology was predicated on the idea that traditional player evaluation, often influenced by scouts' emotions and conventional wisdom, missed significant opportunities to build winning teams more efficiently.

This insight into the inefficiencies of baseball management can be compellingly applied to the summer camp industry (stick with me here it’s not the stretch your thinking it’s going to be), particularly regarding hiring practices. Reflecting on my own introduction to the Camping industry back in 1997, it's evident that the criteria for hiring camp counselors has evolved, and maybe not for the better, potentially sidelining individuals like me who may not fit the industries idea of what a great staff should be.  I was hired through a paper application and phone interview, by a guy that was way of head of his time when it came to staffing.  Possibly Campings Bill James Bill James - Wikipedia , he had thrown out the rule book on hiring, and rather than hiring staff from the central casting directory of camp staff he hired an incredible mix of diverse staff.  Sadly, he’s no longer with us to ask if this was as intentional as I think.

During my early years as a camp counselor, I was recognized for my patience and ability to connect with campers through one-on-one interactions, being able to motivate my cabin to participate in elaborate sketches my partner and I had created for them, qualities that were crucial for creating a positive and nurturing camp environment. However, if I were to apply for a camp position today, with the emphasis on performing cheers or singing songs at the interview —a task that caters more to extroverted personalities—I might have been disqualified before I began.  Despite my proven track record and success in camping I might not have even got a start if I interviewed at many camps today. This shift in hiring criteria reflects a broader issue within the industry: a possible inefficiency stemming from an emotional approach to staff selection rather that a data driven one, as Billy Beane might observe.

The focus on hiring staff based on “what a counselor should be”, their ability to perform loudly and publicly overlooks the diversity of camper needs and personalities, many of whom may be introverted and respond better to counselors who excel at quieter interactions. The current hiring practices, driven by the emotional appeal of lively presentations, may miss out on counselors who can forge deep connections, offer empathy, and provide the quiet support that is invaluable to a significant portion of campers.

During my time at my second overnight camp I had a staff we will call Mike (Because that was his name) who embodies the profound impact of looking beyond conventional criteria to find truly exceptional staff members. Mike's experience at camp illuminates the inefficiency in the current emotionally driven hiring processes and underscores the need for a shift towards a more objective evaluation of potential counselors' abilities and fit.

Mike was not the stereotypical camp counselor. During the critical moments of drop-off on Sundays, he might have appeared less outgoing than expected, not making as much eye contact with parents as they would like, which led to initial concerns about his low energy and sullen attitude. Requests from parents to move their campers to different cabins was a once a week event. These reactions were based on the emotional biases and expectations of what a "good" counselor should look like—lively, extroverted, and always at the center of action.

However, by the end of the week, the same parents who had expressed concerns were calling back, not with complaints, but with heartfelt praise. They shared stories of how Mike had profoundly connected with their children, acknowledging, and celebrating their unique interests and personalities. He engaged with campers on their terms, whether it was through card games, discussions about Dungeons & Dragons, Warhammer, or gaming. Mike provided an alternative space for kids not interested in camp wide dances or big group rallys.  Mike created a space where campers felt seen and accepted, proving that the most impactful counselors are often those who diverge from the traditional mold.

This anecdote brings to light the critical lesson that Billy Beane's approach offers to the camp industry: "I thought that if there was that emotion going into it, there must be a lot of inefficiency." Just as Beane recognized the value in players overlooked by others due to biases in traditional baseball scouting, the camp industry must acknowledge that the qualities that make a great counselor cannot always be measured by their performance in a group cheer or their willingness to be center stage.

Mike’s story illustrates that the true measure of a counselor's effectiveness is their ability to connect with and inspire campers. It's about finding staff members who can meet campers where they are, respect their individuality, and guide them towards self-confidence and social integration in a setting that is new and potentially challenging.

To address these inefficiencies, the camp industry must adopt a more analytical (maybe even data-driven) approach to hiring, akin to Beane's strategy with the Oakland A's. This involves analyzing what truly makes a good counselor beyond the superficial excitement of group activities. We need a better understanding of the character values that correlate with positive camper experiences and outcomes. By gathering data on counselor attributes that lead to successful camper engagement and retention, camps can more effectively balance their staff to include a mix of extroverts, introverts, and ambiverts from diverse backgrounds, thereby ensuring that all campers find relatable role models and mentors.

Furthermore, camps should broaden their recruitment strategies to present summer camp positions as valuable career-building opportunities. By collecting and analyzing data on the long-term career trajectories of former camp staff, the industry can better articulate the unique benefits of working at a camp, such as leadership development, problem-solving skills, and the ability to work with diverse groups.  But we need actual data not just ‘intangible benefits’ and emotional connections

Just as Billy Beane leveraged data to uncover hidden value in overlooked baseball players, the summer camp industry must reevaluate its hiring practices to recognize and value the diverse talents and personalities that counselors bring to the camp experience. By moving beyond emotional biases and embracing a more analytical approach to staff selection, camps can build winning teams that truly meet the needs of all campers, ensuring a rich, supportive, and impactful camp environment.

(Someone that can do math should reach out to me and we can do this together)