In 1991, I was a few years out of school and working my first full-time job in parks. As a park ranger, I led environmental education programs and served as a law enforcement officer. This range of job duties interfacing with the public, co-workers and seasonal staff, led to experiences I had not previously encountered. Your first job was probably dotted with similar challenges of taking raw knowledge and putting it into action. Developing  wisdom. I can’t help but think, “If I knew then, what I know now.”  But, upon reflection, our profession constantly responds to changing societal trends that impact our workplace and influence the product we deliver. Such change requires that we, as individuals, examine our approach to challenges, recognize opportunities for innovation and understand our role when navigating the workplace.

Twenty-five years ago a professional development opportunity for aspiring leaders in the field of parks, recreation and leisure services began with the start of the Supervisors’ Management School (SMS).  Sondra Kirsch, faculty member at North Carolina State University, developed the core curriculum with input from practitioners in our field. Prior to that time, she co-authored a textbook on leadership and supervision and I’m sure was very aware of the need to continue that educational focus once we were out of school and in the workplace. I say “we” because I was one of her students in the NC State classroom. Like you, I took information from the classroom to meet daily workplace challenges. As a park ranger, I supervised seasonal staff, but a greater responsibility was protecting the public and park resources. I had no direct reports in my early career but certainly filled a role requiring supervisory and leadership skills. My career path moved from park ranger to historic site manager to where I am today, as a researcher, educator and director of SMS. 

The idea of professional development through schools such as SMS, and its predecessors the Revenue School and Maintenance Management School, is to provide an opportunity to revisit many of those concepts we learned in the classroom. I’m sure you agree that takes on an entirely new meaning once you are in a position to put concepts into action. The workplace provides context to apply concepts and a network of co-workers to ask questions. Schools provide the opportunity to expand our knowledge by networking with professionals from around the country who may be facing similar challenges. How do they approach coaching a difficult employee? Responding to agency directives? Managing transition of organizational goals? Successfully leading a team of very different people?

SMS is a two-year program designed to provide parks, recreation and public service professionals with a curriculum in three core areas: personal development, workforce development and organizational understanding. The learning approach is hands-on. Our instructors are professionals in the field with demonstrated, successful supervisory experience. They help build the course content based on current practices and with an understanding of what you need to be a successful leader in today’s workplace. The SMS mission is to provide professionals, like you, with the necessary tools to effectively oversee day-to-day operations. 

We are faced daily with challenges and opportunities that steer us in new directions, expand our comfort zone and have us seeking innovative solutions. That’s why I love this profession and understand the value of professional development. 

In its 25-year history, SMS has produced more than 1,200 graduates from 33 states and two countries. I invite you to join us. Learn more about Supervisors’ Management School. 

Charlynne T. Smith, GISP,  is a Research Associate in the Center for Geospatial Analytics, College of Natural Resources, Department of Parks, Recreation and Tourism Management at North Carolina State University. Smith is also Director of Supervisors’ Management School and a 2005 SMS Graduate.