Remember back in the good old days when everyone on a team was in the same room and we could clearly see the eye rolls, the understanding smiles, the two people in the corner exchanging glances and the boss getting increasingly agitated. Back then we had social cues that alerted us to what was really happening in the room. Back then things like trust and cohesiveness were just a bit easier to create.

That was then. Virtual and hybrid teams have clearly become common in the workplace since COVID-19. With these technological changes, we have gained many good things like flexibility and access to qualified workers all over the globe. But virtual teams can be a double edged sword. According to researchers, virtual teams struggle with things like trust, decision making, bad behavior, stereotypes, and subgroups. 

So what can we do to maximize this new normal?

1.  Be intentional about building trust.

Trust comes from working together and sharing successes. It also comes from social ties that develop as team members hang out, laugh, push back, and develop a safe space to speak up. Those things don’t naturally happen in a virtual meeting space. We simply won’t trust someone we don’t know. By creating extra time for social interactions, we can lay the foundation for stronger communication.

2. Be aware of stereotypes.

When we don’t get all of the nonverbal cues we need to draw accurate conclusions, we tend to fill in the blanks. It’s easier that way. Unfortunately, it also means that our assumptions about someone’s motivations and character may be completely wrong. Once again, spending extra time to develop relationships can reduce this risk. Being very clear about motivations is also important. For example a statement like “Just to be clear, I’m not frustrated, I just think there is a better approach” would clarify the motivation behind an opposing viewpoint.

3. Watch for subgroups.

One of the drawbacks of dispersed teams is that some team members have more contact with certain individuals than others. They may be closer in proximity or share more overlapping team assignments. The result is two fold. Stronger social bonds are developed which may, in turn create unhealthy subgroups. Subgroup members may also share information with each other that they don’t remember to share with the entire group. These unequal connections inevitably create power inequities such as the haves and have-nots when it comes to information, and social groupings where certain members are either “in” or “out”. Being aware of our tendency to gravitate towards smaller subgroups can help us be intentional about information sharing and whole-team bonding experiences.

Virtual teams are clearly part of the future workplace. While it’s not quite like the old days, with a little work, we can make virtual teamwork both fulfilling and effective.