From June 8–10, Campus Rec Leadership Summit attendees and sponsors gathered at the Wild Dunes Resort on Isle of Palms, South Carolina for two and a half days of networking, meaningful sponsor showcases and the kind of honest, judgment-free conversations that make this event unlike any other.
“The Summit is the one professional development experience I always have circled on my calendar,” said Larry Mellinger, the director of Campus Recreation at the University of North Carolina at Charlotte. “The intentional time with colleagues and vendors provides much-needed space and time to deepen connections and dig into the most significant issues shaping our industry.”
The event kicked off with a welcome reception where attendees and sponsors gathered for conversation overlooking the ocean. That evening’s networking dinner helped everyone move past the initial introductions quickly, with icebreaker questions like which fictional character would be the best coworker or the ideal way to start a Monday morning, getting people laughing ahead of the roundtable share-outs to come.
Education sessions began the next day, providing countless takeaways for attendees to take back to their departments. Roundtable discussions covered four topics: navigating the human realities of leadership, turning challenges into real solutions, best practices in staffing and development, and an industry outlook on technology, trends and innovation.
Between sessions, attendees had multiple opportunities to connect with sponsors during dedicated demo times — a chance for vendors to share how their products and solutions are helping campus recreation departments operate more effectively.
Along with the education and dedicated time with vendors, SportsArt hosted a dinner party that brought everyone together for oceanside views and great networking.
Whether it was admitting the job is harder than it looks, sharing what’s actually working on their campuses or sitting with the tension between gratitude and burnout, people showed up to the Summit real and ready to learn.
Below are some of the top themes and takeaways from the roundtable discussions:
Vulnerability is a Leadership Strength, Not a Weakness
The most effective leaders aren’t expected to have all of the answers. Being open about challenges and failures can help humanize leaders and build stronger relationships with staff.
“Acknowledging when you don’t know how to handle a situation is important,” said Laura Surles, the director of Recreation and Wellness at Butler University, while sharing during a roundtable report-out. “Bring it to your staff and say, ‘I don’t know how to handle this. We’re going to have to navigate this together.’ That’s really key to keep moving forward.”
A few ways you can strive to be vulnerable:
- Normalize accountability in the workplace through phrases like “that’s on me.”
- Let staff see the human side of leadership and create a space for honest dialogue.
- Remember, leadership isn’t about being flawless; it’s about having a willingness to learn.
Communication is the Difference Between Being Heard and Being Understood
Whether it’s giving feedback to a student employee, making the case for your department to upper administration or checking in with a staff member who seems off, how you communicate matters as much as what you say.
Two things that came out of the conversations on improving communication:
- Before jumping into advice or solutions, ask: “Do you want to be heard or helped?” Not every conversation is a request to fix something. Sometimes people need space to process first.
- Ditch one-size-fits-all feedback. Tailor your approach to the individual, prioritize face-to-face conversations over digital ones and make timeliness non-negotiable.
Onboarding Never Really Stops
Staffing conversations made it clear that investing in your team isn’t a box you check during someone’s first two weeks. As roles evolve, priorities shift and leadership changes, employees need ongoing support, development and direction — not just a strong start.
Actionable ideas from the Summit:
- Treat onboarding as a continuous process. Build regular one-on-ones into your rhythm specifically to discuss development, challenges and career goals.
- The goal is to create an environment where employees feel supported, challenged and valued.
Leadership Styles Aren’t One-Size-Fits-All
Employees have different levels of experience, motivation and knowledge. Leadership should try to adapt to the needs of the individual and the situation rather than applying the same approach to everyone.
One way to do this is through the Situational Leadership Model, a framework that emphasizes balancing directive leadership — providing structure and guidance — with supportive leadership — listening, coaching and involving employees in decisions.
As employees gain confidence, leaders can gradually shift from directing to coaching, supporting and eventually delegating.
Know When to Get Out of the Way
The instinct to want to be involved in your department is valuable until it becomes a barrier. Some of the richest conversations at this year’s Summit centered on the importance of stepping back, trusting your team and creating space for innovation to happen without over-managing every step.
Leaders don’t need to be experts in every emerging trend, but rather provide an environment where staff feel empowered to share ideas.
“Sometimes our role is simply knowing when to get out of the way,” said Jennifer Speer, the executive director of Recreational Sports at the University of Texas at Austin.
Two things to try:
- Ask yourself: are you helping move ideas forward or are you unintentionally creating roadblocks? Then ask your team the same question.
- Build cross-functional teams with diverse perspectives and give them both the creative freedom and the clear expectations they need to do their best work.
These were just some of the ideas, challenges and breakthroughs shared at the 2026 Campus Rec Leadership Summit. If you want to be part of the conversation next year, email gracie@peakemedia.com to be notified when registration opens.
