Once the axe has been wielded and jobs are lost, strong leaders must motivate survivors of the cull. It calls for trust, good communication and a bit of Dunkirk spirit

As the recession bites and more people lose jobs, employers have the difficult task of trying to deliver the same quality products and services with fewer people. As workers are laid off, an inevitable "survivor syndrome" develops, where those left behind wonder if they will be next in line for the dole queue.

These survivors often begin to indulge in self-protective behaviour. But such actions are not in the interests of their colleagues, the company or, in the longer run, themselves. Many begin to display "presenteeism", coming in early and staying late to show commitment. Such people are also likely to attend more meetings. Despite this, they may not be as collaborative with colleagues, whom they may perceive as competitors in an environment of job insecurity.

So a real challenge for all managers is to ensure morale is high and that collaboration and team building is maintained. There will be more market pressure and those left behind must be motivated and at the top of their game. So what can be done?

First and foremost, it is important to create a "Dunkirk spirit" in the workplace, an atmosphere where people feel part of something bigger. This means managing people not by fear but by praise and reward, not by emphasising the dire consequences of failure but by re-enforcing individual and business successes. Leaders need to highlight the good aspects of the business and provide employees with confidence that they can not only survive, but also grow.

Second, it is important to try to find incentive-based rewards to team performance as a means of breaking down individually self-protective behaviour. Think of ways of rewarding team success, making people feel the success of the business is their personal achievement. This might include profit-sharing, but could also be something more novel such as time off when things are slack, or a day away from the office to celebrate a success.

Third, managers have to be socially sensitive to employees, particularly when they are too busy and under too much pressure. In a situation where businesses are "mean and lean", people get stressed. A good manager should know the stress points for each employee and provide the necessary support. Fourth, communicate with the workforce. Let them know what is happening. If you try to protect them from the truth, the rumours that develop will be worse. Motivating employees requires trust and communication. Don't treat them like infants.

There is a lot that individual directors or managers can do. As George Bernard Shaw wrote in Mrs Warren's Profession: "People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and if they can't find them, make them." This is our challenge.