Leaders at St. Louis-based SSM Health have found value in walking the walk. The system’s “Walk a Mile in Your Shoes” program puts system executives in the shoes of employees who perform front-line daily operations to help them understand the roles better.
The program was launched in fall 2023 and brings leaders out of their offices and to the front lines each quarter. During the visits, which run between two and four hours, leaders immerse themselves in a new department, observing workflows, asking questions and learning directly from employees, according to an article on the Catholic Health Association reported.
Becker’s connected with the following SSM Health leaders to discuss the program and how it continues to shape leadership engagement, staff morale and operational improvements across the region:
- Damon Harbison, president of SSM Health St. Mary’s Hospital in Centralia, Ill., and SSM Health Good Samaritan Hospital in Mount Vernon, Ill.
- Tammy Jackson, regional vice president of patient Care Services and Chief Nursing Officer for SSM Health Southern Illinois
- Monica Heinzman, regional vice president of operations for SSM Health Southern Illinois and site administrator for SSM Health Good Samaritan Hospital
- Hollie Colle, regional vice president of operations for SSM Health Southern Illinois
- Barbara Gowler, regional director of human resources for SSM Health Southern Illinois
SSM Health Southern Illinois comprises two regional hospitals in Mount Vernon and Centralia, employing more than 120 physicians and involving eight family health centers and multiple specialty programs, according to its website.
Editor’s note: Responses have been lightly edited for length and clarity.
Question: What kind of feedback have front-line employees shared about the impact of executive participation on morale and engagement?
Front-line employees have consistently shared positive feedback about executive participation. Many express appreciation for leaders who genuinely listen, ask thoughtful questions, and engage as part of the team. This presence fosters trust, boosts morale and creates a sense of being heard and valued. Staff enjoy showcasing their work, discussing challenges and highlighting successes. The informal setting — often with leaders dressed in scrubs or similar attire — makes conversations more relaxed and authentic. Departments not yet visited request to be next on the list, showing the program’s growing popularity and impact on engagement.
Q: How is employee input during these visits tracked and followed up on to ensure tangible improvements?
Employee input is actively gathered and followed up on by each participating leader. Notes are often taken discreetly during visits, and feedback is shared with department leaders or escalated to appropriate councils or work groups. Some issues are resolved in real time, while others are discussed at the executive level to determine feasibility and next steps. Leaders often reconnect with teams during future visits to follow up on previous concerns, reinforcing accountability and trust. This approach ensures that feedback is not only heard but acted upon, with a focus on continuous improvement and closing the loop.
Q: Has the program influenced any changes in workforce policies, staffing decisions or support resources?
While not every visit results in policy changes, the program has influenced several meaningful improvements. Leaders have used insights from these visits to advocate for staffing resources, clarify existing policies, and initiate process improvements. For example, feedback has led to listening sessions during times of leadership transition, capital requests for outdated equipment, and regional workgroup discussions on systemic issues. Even when changes aren’t immediately possible, the program strengthens understanding and reinforces the importance of front-line perspectives in decision-making.
Q: What advice would you have for other system leaders looking to implement a similar program?
The advice is simple: Just do it. SSM Health recommends planning ahead, being intentional with time, and approaching the experience with an open mind and willingness to learn. Even a few hours each quarter can yield significant benefits in terms of team connection, trust building and operational insight. It’s important to be present, avoid judgment and focus on listening and learning. The experience not only benefits front-line teams but also reenergizes leaders by reconnecting them with the heart of the organization.
