Side-By-Side: How Derick Ziegler’s Job Shadowing Transformed Leadership in His Organization - Part 1
By Neill Marshall, Chairman, HealthSearch Partners and Kurt Mosley, Associations Practice Leader, HealthSearch Partners
Derick Ziegler is an experienced healthcare executive serving more than three decades leading hospitals and health systems. Currently he is Chief Transformation Officer for Baptist Memorial Health Care in Memphis, TN. He has also been the VP, West Tennessee Market, VP, Hospital and Affiliate Integration, Telehealth Executive Sponsor for Baptist Memorial Health Care. Previously he was CEO of Baptist Memorial Hospital in Memphis and CEO of a Baptist hospital in Union City, TN. He also has extensive administration experience in the military health care system serving as Chief of Staff & Deputy Commander for Administration with the Pacific Regional Medical Command in Honolulu, HI and as Chief of Staff/Deputy Commander of Administration for Landstuhl Regional Medical Center in Germany. Ziegler holds a Master of Healthcare Administration degree from Baylor University, and a Master of Social Work degree from the University of Pittsburgh. He also holds a Bachelor of Science degree from the University of Pittsburgh.
Continuing our series on CEOs’ impactful first 90-day strategies, we highlight Derick Ziegler’s unique and immersive approach to connecting with frontline staff through job shadowing. Ziegler, a seasoned healthcare executive with a background in military leadership, recognized early in his career the importance of building relationships from the ground up. His method? Job shadowing frontline employees, side-by-side, in their uniforms, experiencing the daily challenges they faced.
Building Trust By Getting To Know One Employee At A Time
Ziegler’s leadership philosophy was simple but profound: To truly understand the heartbeat of the hospital, you must walk a mile in the shoes of those who do the heavy lifting. “It’s not the middle managers or the C-suite executives who drive the day-to-day success of the hospital,” Ziegler explained. “It’s the frontline staff who make the difference.”
Incorporating this mindset into his first 90 days, Ziegler committed to shadowing five to six frontline employees every week. This differed dramatically from a typical executive walk-through or meet-and-greet. Ziegler immersed himself in the work, whether cleaning patient rooms, assisting surgical techs, or supporting environmental services staff. He donned their uniforms, introduced himself by his first name, and performed the tasks alongside them.
This approach was a departure from the norm. As one employee noted, “We’ve seen suits walk by, but they never stop to listen. Derrick spent time with us, got his hands dirty, and genuinely wanted to understand our jobs and get to know us.” This hands-on, participatory style set Ziegler apart and helped him break down barriers quickly.
“A key reason I job shadowed frontline staff was to get to know each one of them as a person and for them to get to know me as a person – not just the CEO,” Ziegler explained. “Establishing a relationship was key because when I stood before them in a quarterly employee forum and asked them to roll up their sleeves another notch to do the things necessary to improve patient experience, for example, they were more willing to do it because of the relationship we established.”
Job Shadowing: More Than Observation, It’s Full Participation
Derick Ziegler’s job shadowing wasn’t a typical passive exercise where leaders stand by as spectators. It was total immersion—Ziegler rolled up his sleeves to get the job done along with his co-workers. He intentionally made it a participatory experience, ensuring he was seen not as a distant CEO but as a colleague willing to step into their world. The process was designed thoughtfully from the start. Ziegler’s assistant scheduled five to six weekly job shadowing sessions with various departments. But this was wider than the regular 9-to-5 schedule. He made it a point to shadow staff during night shifts, weekends, and holidays, recognizing that the culture and dynamics of these shifts often differ significantly from the typical day shift. This approach allowed him to experience the full spectrum of hospital operations and connect with employees who might otherwise feel overlooked by upper management.
Clothes Make The Man Or Woman And Transform The CEO
Ziegler was committed to dressing the part and fully integrating himself into the role he was shadowing. If he was scheduled to shadow a housekeeping staff member, he wore a housekeeping uniform. If he shadowed an environmental services worker, he scrubbed floors and cleaned toilets alongside them. “I never wanted to be the guy in a suit standing on the sidelines. I wanted to be elbow-to-elbow with them, experiencing what they experience daily,” Ziegler said.
His hands-on approach quickly broke down barriers. Employees who were initially apprehensive about being shadowed by the CEO soon relaxed when they realized he wasn’t there to judge or inspect. Instead, he was there to learn, listen, and understand their day-to-day challenges. The simple act of working side-by-side built rapport and demonstrated a level of humility and respect that resonated deeply with the staff.
Seeing, Listening, Acting: Empowering Employees
The impact of this approach was immediate and profound. Employees voiced their frustrations, shared ideas for process improvements, and provided candid feedback. Ziegler recalls one session where he shadowed a surgical tech during a complex neurosurgery procedure. While assisting in the OR, he overheard a conversation about a critical piece of equipment that was needed but had yet to be approved due to budget constraints. Having witnessed firsthand the equipment’s necessity, Ziegler immediately decided to approve the purchase, an action that directly improved patient care and efficiency.
This kind of responsiveness sent a powerful message to the staff: their voices were heard, and their insights were valued. It wasn’t uncommon for employees to follow up with Ziegler weeks later, expressing gratitude for the changes implemented because of their feedback. “It showed them that I wasn’t just listening; I was acting,” he said.
Job Shadower In Demand
As word spread about Ziegler’s shadowing sessions, what began as a scheduled initiative quickly became a sought-after experience. Employees from various departments approached him in the hallways, eagerly asking when it would be their turn to be shadowed. This enthusiasm underscored a cultural shift within the organization. The staff felt seen, valued, and part of a larger mission. They knew their CEO wasn’t hiding behind a desk; he was out in the field, experiencing the daily grind alongside them.
Ziegler also added a personal touch to every shadowing session. After each, he took a photo with the employee, dressed in their uniform, and posted it publicly in the staff elevators. He followed up with a handwritten thank-you note, acknowledging their hard work and time together. These gestures, while small, had a tremendous impact. “I’d have staff members show me the thank you notes I’d written, even years later,” Ziegler shared. “It reminded us of the bond we created and the trust we built.”
Continuous Improvement Through Job Shadowing
What began as a first 90-day tactic for Ziegler quickly became a core element of his leadership style throughout his tenure. He saw job shadowing as a tool for continuous improvement—a way to stay connected to the organization’s heartbeat and to keep a pulse on the evolving needs of the staff.
Beyond the individual sessions, Ziegler used the insights he gained from his job shadowing experiences to drive strategic initiatives. For example, after shadowing a series of night shift nurses, he realized they felt disconnected from the larger hospital community and needed more proper recognition for their contributions. He implemented a new recognition program specifically for off-shift staff, ensuring they felt equally valued and celebrated.
This practice of sustained job shadowing also influenced the CEOs who reported to him in his regional leadership role. Ziegler encouraged them to adopt their versions of job shadowing, and many did, recognizing its value.
Ziegler’s approach stood out in an industry where staff turnover can be high, and burnout is a constant threat. By meeting employees where they were—both physically and emotionally—he created a culture of inclusion, respect, and shared ownership. It was a simple, yet profound strategy, that left a lasting legacy that proved the best leaders aren’t afraid to get their hands dirty.
Stay tuned for more insights as we continue exploring the innovative tactics used by healthcare leaders to make their first 90 days count.
If you have adopted this tactic, or any others featured in this series, we’d love to hear from you. Please contact us to share your story.
