Leaders taking tough jobs should be ‘cherished’ not ‘pilloried’, says trust CEO

Andrew Morgan, who became chief executive of the troubled United Lincolnshire Hospitals Trust in 2019, said in previous roles he had faced situations “when you thought you were the solution but you became the problem [in the eyes of regulators]”.

Earlier this year the regulator praised ULHT for “significant improvements” during the pandemic and was rated “good” for leadership. The CQC has recommended the trust, which was placed in special measures in 2017, should now be given greater autonomy.

Mr Morgan says leaders going into challenged organisations should be given “great support” from other local organisations and regulators, which he says he has received over the last two years.

But he told HSJ: “I’ve certainly had instances in the past, I won’t name which organisations or regulators, when you thought you were the solution, but you suddenly became the problem.

“Those who do take on some of the more difficult jobs – of which there sometimes are many – should be supported [and] cherished, rather than pilloried on occasion.

“It’s certainly happened to me in the past. It hasn’t happened to me recently. At my time at ULHT I’ve had great support from regulators. I’ve gone out of my way to have good relationships and an open and transparent relationship with them, so it’s absolutely a two-way street.”

Mr Morgan previously led Lincolnshire Community Health Services Trust for five years, which he took to an “outstanding” rating in 2018. Prior to this he was interim CEO at East of England Ambulance Service for a year, and led multiple primary care trusts.

Last month, the CQC’s chief inspector Professor Ted Baker suggested fear of criticism puts off would-be leaders from taking on roles at the worst-performing trusts. He also praised ULHT for the improvements it had made despite pressures from the covid pandemic, along with trusts in the Isle of Wight and King’s Lynn.

ULHT had faced long-standing problems including with staff culture, maternity care and emergency services, having moved in and out of “special measures” since 2013. In its most recent inspection, the trust’s ratings on effective and well-led went from “requires improvement” to “good”, though the overall trust rating stayed at “requires improvement”.

Mr Morgan says the trust is now heading in the right direction, though he admits there is “still a hell of a lot to do”.

He added: “Everything I see here, and everything external regulators say to me, makes me believe that this time the improvements are sustainable.

“There’s absolutely nothing intrinsically wrong with the trust or Lincolnshire that makes me think it’s not doable. Having been at it now for 40 years in various roles, I do often say to people ‘there’s nothing I’ve seen here that I’ve not seen somewhere else’.”

The CQC said the trust had caused “great worries in the past” but a “new approach to leadership had changed the culture of the organisation”. In a written report to the CQC board, Professor Baker praised the trust for its “improved open relationships” with the regulator.