My manager is under increasing pressure because of difficult market conditions. As the pressure piles on, his behaviour towards the team is worsening. While I understand his problems, I do not think this is an excuse for behaviour that verges on bullying — he has had a younger member of the team in tears. What should I do?

There is a thin line between putting pressure on people to deliver during tough times and transmitting your own anxieties through actions which have a deleterious impact on those around you. Tough times require cool heads, focus and a plan that is well worked out. They also require an understanding in the team, however inexperienced they are, that such times require everyone to pull their weight. The key to getting through the recession personally and as a business is communication, clarity and commitment.

Communicate

Ask your manager to explain to all of you the current market conditions, what they mean for the business and what the size of the problem is. Is it a case of jobs being threatened or earnings threatened or targets being missed, which while difficult, is unlikely to be extremely damaging? In other words it is more ego threatening than anything else. If jobs or earnings are under threat then it is critical everyone understands this: it will explain the anxiety but more importantly the way you all react might help your manager to understand that everyone is working to avoid this and it isn't just the manager's job to worry about it: sharing the burden reduces it for everyone.

If it is an ego thing then you are dealing with something rather different. Research done by Ceridian, an HR consultancy, revealed that, in tough times one person, in five is willing to become more ruthless in order to secure his or her position. If this is happening then I am afraid that you will need to act on your concerns. A good HR manager or senior colleague could help to work out how best to do this.

Get a clear plan

Assuming the pressures are real, then the next thing you need is a plan of action. You can do only two things in a recession: look for markets where there is still business to be won and look for opportunities to reduce costs in your operations. We have just lived through a long period of plenty and in all organisations there will be opportunities to take out cost without reducing customer service. Encourage your manager to do this.

Build commitment

Once agreed, get these actions allocated across the team so that everyone is involved and has accountability for getting things done. In times like this, short and sharp weekly meetings, where everyone can report on progress and highlight where they are having difficulty and ask for advice is a very powerful way of creating a common purpose and reducing the levels of anxiety.

If your manager knows you are all doing your best, then unless they are a complete ass they will respond positively.

It is tough when you have to manage upwards but if you can get your manager to follow these steps they and you will get through the next year in much better shape.

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

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