So, as entrepreneurs and committed to children’s education, recreation, and growth from preschool into teens, Lenette and I also knew from the beginning that we were not the key to meeting our expectorations. Our success and the success of our programs would depend on the people we would be employing and working with.
Nothing, including their prior experience with children, kept us from an intensive training program. Our philosophy had to become theirs. Recreation was a back issue. Being responsible for self and others was our core issue, and all sorts of activities were our vehicles for this to take place. And it did. We became known for our unique philosophy, small groups (a maximum of 8), a counselor, and a junior counselor.
Professional and sophisticated parents wanted us to do what they could not do: get their kids dirty and even bloody and learn what it meant to live and play with others. We achieved this in spades, and our reputations grew.
What made this all happen? How did a tiny day camp grow into 400 children, 100 staff, and 35 some-odd vehicles picking children up each morning and taking them back home at the end of the day? Eventually, we created a resident camp in the wilderness for boys and girls, preschools, and children’s programs in Las Vegas, Colorado, and other proposed expansions by major corporations throughout the U.S.
None of this was an accident. These achievements and successes attracted big business. The real question is: Was this serendipitous? Or were they the result of hard work and the best professional education? What or who made this happen? I have much more to say.
A tiny business grows—It grows large, influential—How come? A leader
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