Answer:
Provide opportunities to build relationships. Trust among team members is developed over time. Creating opportunities for the team to meet face to face, when possible, helps members build relationships and better understand the scope of their work, team composition, timelines, communications processes and decision-making structure. New virtual teams should meet face to face at least once within the first few months.
Offer networking opportunities for team members to share their capabilities. Providing opportunities, such as monthly “lunch and learn” sessions, for team members to present on a topic where they have expertise can improve individuals’ credibility and make others more likely to consult them when they need help. These sessions don’t have to be focused on business topics. One colleague of a team that hosted a monthly Zoom session where members were invited to share their “unknown talent” saw his stature skyrocket after he gave a detailed presentation on gemology.
Speak the truth.
Leaders can model trust and accountability by responding to questions in an honest and complete manner to deliver clarity and transparency. Be balanced by communicating the positive aspects as well as the downsides when making a proposal. Avoid withholding information that may weaken your position but that others would find useful when deciding.
Highlight successes.
A proven track record of success is one of the best indicators of credibility to other team members. Leaders can encourage team members to share their wins through email, during meetings or social media pages when appropriate. For example, one team created a punchy, well-designed weekly roundup of the extended team’s wins. Rather than just list the success stories, they put them in the context of external market developments, connecting them to the business with engaging lines like, “What you need to know” and “Why it matters.”
Encourage and role-model transparency.
A sure sign of a lack of trust is the blame game: team members pointing the finger at others for problems or failures and no one taking accountability. Leaders can emphasize the importance of being open and honest by inviting team members to regularly share their challenges as well as their successes, whether during meetings or by posting them in an internal forum and opening them up for discussion. Leading by example gives permission to others to do the same. In addition, make project timelines, agreements and processes fully transparent, when possible. Recognize that employees increasingly view transparency as something to which they’re entitled.
Admit when you don't know something.
Few things shut down communication and trust more than a know-it-all. Rather than pretending to know everything, or even if you do, virtual leaders should set an example by being vulnerable, genuinely soliciting the input of others, and always admitting, even advertising, what they don’t know. Leaders should consult other colleagues and experts for information and encourage team members to do the same.
Explanation:
No trust, No team.
Hope it helps wkwkwkwkwwkw.
