Virtual teams are becoming the norm for many corporate departments. According to SHRM’s 2017 Employee Benefits Report, more than 60% of companies offered telecommuting options. Today, that number is even higher. While much has been written about the benefits and drawbacks to the individual worker of being able to work remotely, there aren’t many resources for managers who are responsible for the performance of people they don’t see regularly.
Like any other team, a virtual team is comprised of people with different skills, backgrounds and roles, all working together to achieve common goals. While there are many components needed to build a high performing team, the most vital is trust. Team members who trust one another share information, collaborate, innovate and support one another efficiently. Trust reduces friction and enables a team to make better decisions and to be more nimble in response to change.
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