Core behaviours of our culture

How we interact with patients, service users and the public shapes the experiences people have when they engage with our health service.

5 behaviours that focus on what the public most commonly sees, feels and experiences:

Do I use my name and your name?

This is one of the simplest behaviours, but it sets the tone for the culture we want. Introducing yourself and using the other person’s name is a simple way to show respect. It is the first step in creating a kinder and more caring atmosphere.

Do I take time with people - explain the now and the next?

Patient safety and care are at the centre of our work. When people use our health service, they are often worried and unsure about what will happen next. Staff, by comparison, may be having a routine day. It takes effort to remember that the people we care for may be anxious or afraid. They need calm, clear communication and reasonable reassurance. They also need enough of our time to understand what is happening now and what to expect next.

Do I regularly do an extra kind thing for the people that I meet?

A one‑size‑fits‑all approach to how we treat people can lead us to fall short. Small acts of kindness help build trust and show care and compassion. When we can make someone’s experience a little easier, we should take that opportunity. We should also encourage each other to do the same. Kind gestures and small comforts can make a big difference to how people experience our care.

Have I listened, heard and responded to the person?

We won’t always have the answer someone wants, but we should always be honest and accurate with what we know. People know when they are being dismissed. It’s important to listen carefully to what is being asked and respond as clearly and fully as we can.

Am I engaging with people in a professional and considerate way?

No one has ever complained that staff were too polite or too compassionate. Being overly familiar or unclear can upset people who are already unwell or anxious. Professional behaviour builds trust, and following through on what we say helps keep that trust.

Reflective behaviour is essential to maintaining a culture rooted in our core values.

5 questions we can ask ourselves:

Am I putting myself in other people’s shoes?

Empathy is central to good healthcare. Being curious about other people’s experiences helps us think more clearly and act with care. When we lead with empathy, we understand people better and meet their needs more effectively.

Am I aware of my own stress and how it impacts others?

Healthcare can be stressful. It’s important to notice how we behave towards others when we feel stressed, and to be considerate of those around us. Many things influence our stress levels. We can’t control all of them, but there are always steps we can take, people we can talk to, and supports we can use. The first step is recognising our own stress. When we look after ourselves, we are better able to look after others.

Am I aware that my actions can affect how other people feel?

The health service is a social system. We all rely on many important relationships. We need to do our work, but we also need to be mindful of how our words, actions and decisions affect others. Choosing the most compassionate path matters. People remember how you make them feel. A positive, respectful and friendly interaction can reduce anxiety and create a better experience for everyone.

Am I working to the best of my ability and training?

Focus on what is in your control. If you’re missing something you need, let the right person know. If you need help, ask for it. If you’re not sure who to ask, find someone who might know. When we all do this, the service runs more smoothly for the people who rely on us. We can keep communication open and support staff development through Performance Achievement.

Do I use our resources in a way that reduces waste and supports sustainability?

To deliver the best care, we need to cut waste in our daily work. The easiest way to do this is by working together. When we all stay curious about how we use our limited resources, our services become more sustainable.

Teamwork and good working relationships are the glue that holds the service together and shape the culture we show every day.

5 behaviours that strengthen teamwork:

Do I acknowledge the work of my colleagues?

Openly recognising colleagues’ work can have a big impact. Sharing examples of good work in team meetings boosts morale and helps people feel they belong. It’s a small action, but it takes intention - and it’s worth it.

Do I ask others in my team how I can help them?

Offering help can feel hard when you’re under pressure, but even a small offer shows you’re there for your colleagues. Support can take many forms such as listening, making a cup of tea, sharing time or skills. Small, thoughtful acts show we care and look out for each other.

Do I challenge toxic attitudes and behaviours in the workplace?

Everyone deserves to be treated with compassion, dignity and respect. Don’t stay silent when you see disrespectful or harmful behaviour - ignoring it makes it seem acceptable. If you’re unsure how to challenge something, talk to a trusted colleague or your manager. Leading with empathy helps, but we also have a responsibility to address toxic behaviour. What we allow to continue becomes the norm.

Do I lead by example on my team?

Do I pay attention to how I’m seen and heard? My behaviour influences others, and people often copy what they see. We all shape the culture around us through our actions. When we lead by example, others follow. We can all be a positive influence in our teams.

Do I work with my colleagues to improve our service?

Healthcare is always changing, so we need to keep looking for better ways of doing things. That means learning from evidence, working across teams, and being open about mistakes and near misses. Everyone should feel safe to ask questions and share ideas. The best improvements happen when teams understand a problem together and test new solutions. We’re always learning in healthcare.

Leaders shape culture through what they do and what they enable others to do.

5 behaviours that support positive, compassionate leadership:

Do I acknowledge the work my team is doing?

Everyone wants to feel valued. Positive feedback lifts morale and builds confidence. It also helps people understand what’s expected. When we recognise good work, we strengthen trust and support positive team behaviours. This helps create a supportive, high‑trust team culture.

Do I support team members in managing their stress?

We all experience stress at work. Leaders and managers have an important role in reducing it. Do I try to understand the challenges my team faces each day? Open communication helps us spot stress early and respond with compassion. This helps people feel valued and supported. When leaders model healthy ways of dealing with stress, it shows staff they don’t have to push through impossible situations. There is always something that can change.

Do I address toxic attitudes and behaviours in the workplace?

Everyone in the health service deserves compassion, dignity and respect. When we don’t challenge harmful behaviour, it becomes normal. Leaders and managers set the tone for what is acceptable. People watch their leaders and often copy their behaviour. When leaders show compassion in how they treat colleagues and service users, it shapes the culture of the team. Leaders also have a responsibility to address toxic behaviour when it appears. What you permit, you promote.

Do I appraise and address under‑performance in a fair and compassionate way?

No one comes to work to do a bad job. Many factors can affect how we perform. As a leader or manager, your role is to support staff to do their best. When performance slips, try to understand why and address it fairly and kindly. Do staff know what is expected of them? Do you give regular feedback? Do they have the tools, skills and resources they need? The HSE Performance Achievement programme supports ongoing, structured conversations that help staff development and performance.

Do I support my team to innovate and improve our service?

Innovation is essential in healthcare. It improves outcomes, quality and efficiency. To meet changing needs, we must keep looking for better ways of working. Leaders and managers help create a culture of learning and innovation. They support staff to try new ideas and improve how things are done. Sometimes this means stepping back. Other times it means opening doors and building links with other teams. In healthcare, we all have 2 jobs - to do our work, and to improve our work.