Part Two: Trust — The Intangible Glue of Virtual Teams

In the previous issue we discussed how to build the infrastructure for virtual teams. In this issue we will focus on how to help a virtual team achieve peak performance.

Trust is a critical component for sustaining the viability of virtual work. It is the unseen and untouchable force that can keep intact a team of virtual members. Parties in a trusting relationship share a willingness to be vulnerable and encompass a degree of risk. The implication is when trust exists among team members they will behave in each other's best interests. However, one of the most important elements in fostering trust is largely absent in virtual teams: face-to-face encounters.

1. Face-to-face encounters are usually considered the most effective means by which to facilitate trust development and the surest way to establish and nurture a business relationship. In a virtual environment, team members often interact and complete tasks in absence of face-to-face contact. With distributed work, spontaneous, informal, and casual communication is lost. Water cooler gatherings and unrelated-to-work conversations not only fulfill a social function but can contribute to satisfying job-related requirements as well. Without face-to-face contact, serendipitous inspirations that arise from coincidental "hallway" encounters are lost. Social communication is important for strengthening trust and acts as a complement to rather than a substitute for task communication.
2. Face-to-face communication is considered an information-rich medium because it is produced in real time and allows for visual, auditory, and nonverbal cues to be given. Face-to-face interaction also allows the speaker to give and receive feedback immediately. With the exception of videoconferencing, the amount of nonverbal communication conveyed using many types of communication technology is limited. Differences in language, culture, and communication style may be accentuated because the subtleties of nonverbal communication are diminished. Body language, tone of voice, and facial gestures give us invaluable clues as to how the communicator actually feels. While nonverbal cues are not completely absent under these circumstances, they are not as easily transmitted as with face-to-face communication. When people are physically co present, they can use the full range of nonverbal behaviors to communicate. Without nonverbal cues, trusting relations are more difficult to develop opening the door for misunderstandings to occur.
3. The mere physical presence of a coworker in collocated work increases the frequency of, but does not automatically lead to, quality communication. Face-to-face interaction allows team members the opportunity to gain direct evidence of trustworthiness of their teammates. Physical distance can cause virtual team members to become less aware of each others' needs. Subtle and complex exchanges are more difficult. Fragmented communication and misunderstandings are more likely to occur. At more than 30 meters apart, people are not only physically but also mentally distant with reduced daily contact and less frequent communication. Close proximity has beneficial effects on interpersonal relations and group functioning.

In conventional team settings, face-to-face contact drives the evolution of trust. Unfortunately, the virtual context acts as a barrier to trust development because in-person face time is a scarce occurrence. Virtual teams do not have the luxury that traditional teams have to develop a shared understanding over repeated close contact. Virtual team members must learn to be adept at expressing themselves and understanding others when they are not physically sharing space.

Since trust is so important in sustaining virtual work but difficult to attain when working virtually, what can a virtual team do to establish trust?

1. Whenever possible, have a face-to-face meeting at the outset of any collaboration--this will give team members a chance to meet each other and start to learn of each other's idiosyncrasies. If this is logistically impossible or impractical, an information-rich medium (e.g. videoconference) could be used instead.
2. Promote virtual "get-togethers"--utilize real-time synchronous technology (e.g. instant messaging) to get answers or opinions quickly. Team members can log on daily to a messaging system and keep the program open on their desktop to allow spontaneous contact or impromptu meetings with multiple people. Unfortunately, virtual get-togethers are more difficult for those working from multiple time-zones.
3. Since nonverbal cues are difficult to convey in a virtual context, team members should be more aware of the "tone" of their written communication (e.g. not using all CAPs for messages because it gives the feeling of someone yelling, judicious use of emoticons). Each team member's workstation should be equipped with a webcam to be used when discussing sensitive issues or when an important decision needs to be made.
4. Have a weekly virtual meeting to make sure everyone is on the same page about the status and progress of the work, as well as to bring up important issues or concerns where a resolution requires a group consensus.

Individual team members should exhibit behaviors to demonstrate that they can be trusted.

1. Do what is promised--provide deliverables on time
2. Offer valid and constructive feedback--demonstrate consideration and value other's opinions and thoughts
3. Act in each other's best interest
4. Be truthful
5. Share information
6. Respond in a timely way, even if just to acknowledge the receipt of a message--do not ignore any teammate's messages

Virtual team members should seek out reasons and opportunity to communicate. Most importantly in a virtual environment, teams should fully utilize technology to their advantage!