The head of my team is an alcoholic. His condition is worsening and his unreliability is affecting the reputation of the team and increasing our workload. With Christmas approaching, the situation can only get worse. What can we do as our previously successful team is falling apart?

This is one of the toughest issues one can face at work - what do you do when a boss or colleague is going off the rails? How much responsibility should you take for the situation? And what can you do when any action you take could result in someone losing their job?

Alcoholism, like other addictions, is difficult to spot, difficult to gauge and even more difficult to address. The general advice in these situations is to leave any resolution to a professional; the challenge is getting the person concerned in front of someone who can help them.

Get the situation clear

Whatever you do, get your facts straight. You say your boss is an alcoholic, but how do you know? There is a difference between someone who drinks heavily and someone who has an addiction to alcohol. While both are drink problems, they can be addressed very differently by management. Someone who drinks excessively at lunchtime, impairing their performance, and who binges in the evenings, damaging their morning effectiveness, is someone who can be dealt with through a disciplinary process. Someone who is concealing their drinking, who has withdrawal symptoms, such as shakes and bad sweating, and who appears to improve during the day is much more likely to be addicted. This is an illness and needs treatment.

Talk it through

I guess from what you say you are not the only team member who is affected by your colleague's behaviour. Once you have the facts as you see them, share them in confidence with a fellow team member and check that your assessment is shared. Ask them whether they would be prepared to confirm your assessment if asked.

Raise your concerns

This is the most difficult part. You have three routes: the HR team; your boss's boss; or another senior manager whom you trust who will raise it within the management structure.

In discussing the issues, keep the following in mind. First, share the facts, keep them unemotional and do not attach motivation, blame or speculation about your boss. Secondly, explain what is happening in the team and again keep it factual and balanced. Thirdly, explain why you have decided to raise it now and reinforce your commitment to getting the boss fixed and not fired. At this stage, I suggest that you ask that this be dealt with confidentially and that your boss doesn't know that you have raised the concerns. If you have given them enough information on performance and workloads, a good line manager and HR manager have enough information to take action without consulting anyone else. However, you and your colleagues may be asked to confirm what you know about the drinking - that will be tough, but ultimately you are doing the right thing for yourself, your organisation and, although he won't see it at the time, your boss.

- Professor Bones is Dean of Henley Business School. Send your questions to businessfeatures@thetimes.co.uk

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