CEO reveals his success: his counselor’s trip to Behemoth Northwell’s head

His unit never baked.

Michael Dowling, the outgoing CEO of Northwell Health, has revealed in detail the publication of how he went as a counselor to help build a system of 28 tri-states hospitals and 1,050 outpatient centers of a single Long Island installation for three decades.

“It has been an interesting journey,” said Dowling, 75, who grew impoverished in Ireland and lived in a paja roof house without running water, in office, remembering how he left home in New York at the age of 16 in the 1960’s.

“I worked on Manhattan ships, worked on construction, worked in the New Rochelle headquarters, but above all I was doing a lot of work on Yonkers in Bronx. I worked by cleaning bars in Queens,” said Dowling, who would get off his place higher in October.

Swear in the boiler rooms of boilers, devastating land as custodian, and doing any other manual work never bothered Knockaderry’s man, who said he was fantastic only to “be able to put a little money in his pocket” for the first time.

He then worked and saved enough to obtain a degree in Arts, and finally to win a Master’s Degree in Human Services Policy in 1974 from Fordham University, where Dowling began teaching social policy and increased the rank of Deputy Dean.

In 1995, after winning a polished curriculum in the Department of Health and Human Services and other high ranks, he was hired as an executive at the North Shore University Hospital in Manhasset.

“He knew it would be better than what he had grown,” said Dowling, who became CEO of the increasing hospital system in 2002 and was later appointed Grand Marshal of the St. Patrick’s Day Parade in Manhattan in recognition of his success.

“Do the best job you can. You treat people well. Work more than anyone else. Give your best,” he said. “When you climb the scale of life, you don’t know where the top is.”

Surgical accuracy

Dowling quickly entered the waters without charge when he helped merge North Shore with Glen Cove Hospital in the mid -1990’s, initiating a domino effect that remodeled health care by absorbing several low -performance facilities on Long Island.

“There were no health systems in this part of the country,” he said. “When you arrived in 1996, we had about nine hospitals … most people looked at us and thought,” What devils do you do? “)

The drama shot that year when North Shore began another fusion, this time a controversial that joined with his long time rival, Jewish Jewish of New Hyde Park.

Although the two parties had so much “animosity” that they had to find “in a neutral location” to make the agreement, the federal government became the true obstacle, Dowling recalled.

“The Justice Department, I think in response to the defense of insurance companies, sued us and brought us to court to prevent merger,” Dowling said. “He ended up in a two -week court trial and we won.”

The acquisitions of the 1990’s paved the way for Northwell’s expansion in New York City, Westchester County and, more recently, in Connecticut, with a April fusion with Nuvance Health.

Dowling said that the health giant now has its places of interest in New Jersey.

“If you have traveled more than half an hour and you do not see any of our locations, call us -because we have to put something there,” he said.

Hurting with the head

But Dowling said that if there is a part of the concert he likes the most, he knows his nearly 105,000 employees.

“It’s incredibly important,” said Dowling, who brings workers to monthly dinners, walks the Covid floor of a north hospital every day during the pandemic, and spends a two -hour guidance every Monday and Q&A a new contracts, with a special for doctors.

“This is not often done by the CEOs, although I can say -some do now because they found out that he did so,” he said.

More than a warm reception, the sessions cause recruitment managers to think twice about who they are on board, and they are a simple way to discover any newcomers with a bad attitude, said the CEO.

“There have been occasions when I have asked the guidance employees to leave,” Dowling said, although he added that most times it is the opposite, with him loving the interaction, and some new hires are approaching how they relate to his journey.

If there is one thing that the applicants should know is that their boss, which will focus on the development of leadership as CEO in the fall, despises a bad attitude.

“Life is about the opportunity. It’s not about challenges … people cry too much, people complain too much. Dowling said.

“To overcome.