 |
||
|
||
|
Michael Dowling Discusses How to Create a Premier Healthcare Organization
On April 9, Michael J. Dowling, president and CEO of NorthShore-Long Island Jewish (LIJ) Health System, discussed his role in leading the organization through a successful transformation. Sherry Glied, PhD, professor and chair of the Department of Health Policy and Management, welcomed Mr. Dowling and complimented his ability to address the challenges involved in leading NorthShore-LIJ, calling it "a case study in leadership excellence."
When Mr. Dowling took on the challenge to of merging NorthShore University Hospital and Long Island Jewish Hospital, the two institutions were competitors. His task was not an easy one considering that many viewed the two organizations as "enemies." Among other alterations, Dowling made major leadership changes within the first six years. Most of the people who assumed the new roles were promoted from within. It was part of his vision for the first seven to eight years to address the politics relating to the merger.
Currently, NorthShore-LIJ is one of the largest employers in New York City and Long Island, and Mr. Dowling is confident that the organization is positioned well for improvement in the next five to ten years. Following an overview of the NorthShore-LIJ case study, Mr. Dowling outlined the steps he believes are most important when leading an organization.
First and foremost, he stressed the need for a coherent vision. All systems are different, he explained, and mergers do not happen without a reason. Visions should outline why a merger is beneficial. Ultimately, it is important to convince people invested in the organization why they should support the change.
Other key steps include developing the character of leadership to promote and drive change, focusing on the large picture. At the same time, management should address the tactics, or process and protocols, necessary to structure the organization. Mr. Dowling stressed, "Leadership should be built at the bottom and at the top-on the department, unit, hospital, and upper management levels, including the informal role of opinion leaders."
Much of Mr. Dowling's talk pointed to the importance of forging working relationships to promote the leadership vision. To this end, he believes in the importance of communication and advocates for face-to-face meetings. This includes breakfast with opinion leaders, meetings with union organizers, and coordinating with organizational management.
Mr. Dowling also values the role that individuals play in making his leadership vision a reality. A successful organization, Mr. Dowling stressed, is one that looks to the future, but still understands the needs and the challenges of the present. "Success is a journey. A successful organization is always in process of building and improving, and striving to be the best," said Mr. Dowling.
Send to a friend | Subscribe | Unsubscribe
Mailman School Home | Columbia University Home
Copyright 2008 Columbia University Mailman School of Public Health
