Committed Teams: Three Steps to Inspiring Passion and Performance by Mario Moussa & Madeline Boyer & Derek Newberry

Author:Mario Moussa & Madeline Boyer & Derek Newberry
Language: eng
Format: mobi
ISBN: 9781119157427
Publisher: Wiley
Published: 2016-02-21T14:00:00+00:00

Build Trust Early

Let's return to the GBI meeting. Even though there was frustration around the less-than-ideal conditions, temperaments were calm and the mood was light.

“Let's just continue, and if Michael can, he'll jump in on the call,” Julia suggested. “Michael's always ahead of the game—he already emailed his numbers! We can just catch him up later if he can't connect now.” Julia's assumption could have gone the other way in that moment. She could have interpreted Michael's absence as a lack of engagement or respect, as often happens when remote co-workers miss meetings. But Michael had demonstrated his track record of reliability by sending his work ahead of the call. His teammates knew him well enough to believe he would stay on schedule despite the apparent technical difficulties that kept him from participating in this call. In short, his teammates trusted him.

Trust is one of the keys to success for any team, but for virtual teams trust is the essential glue to bind teammates together across distances and time zones. If people do not trust others to deliver, they waste time on duplicate efforts, time lines are delayed, and creativity and innovation suffer.

Leadership development expert Sean Graber5 differentiates between two types of trust: cognitive and affective (see Figure 5.15.1). Cognitive trust is based on your objective analysis of another's past behavior. The second kind of trust, affective trust, is just as important and harder to build in a virtual setting. Affective trust is the implicit feeling that you can trust someone. It comes from a relationship built over time. It is hard to feel trust when all you know is somebody's voice or email signature.

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