All teams are built on the foundation of trust and understanding.  This foundation allows a strong commitment to shared goals.  As human beings we are social by nature, and we develop trust by our experiences and interactions with each other. 
That effective communication is the key with virtual project teams as well. For virtual teams, though, the main and sometimes only means of communication is electronic.  Although electronic communications are useful for instant messaging and exchanging design documents and files, they can also sacrifice the interpersonal relationships that are such a vital part of any project.
After all, if we do not know anything about an individual, we are less likely to trust and work with him or her effectively.  The best method to gain understanding of each other is by having face-to-face meeting and interactions at the commencement of a project, although budgets may not permit this to occur.
Regardless, there are still techniques you can use to help overcome distance barriers. Many of these can be applied to normal team situations, but they are even more crucial when working in a virtual environment:
• Vary your communication methods. It is imperative that virtual team members communicate by phone and teleconferencing and not solely on the written method, whether by e-mail or text messages.  Communicating by voice allows the sender and receiver to improve understanding by asking questions and resolving any potential misunderstandings.
• Define standard terminology and processes. Standardization eliminates confusion. It assists the project team in communicating on a common level to develop a standard and uniform approach. This is especially important when teams aren’t routinely meeting face-to-face.
• Develop and commit to an operating agreement that establishes ground rules for project team etiquette, which includes sensitivity to cultural differences, how the team will work together, expectations between members and accountability. This will help build that necessary team trust, even if you are hundreds of miles apart.
• Ensure careful attention to listening, and encourage all members of the team to participate fully.  Team members have a responsibility to present their own thoughts and ideas as clearly as possible, regardless of distance. Again, this helps build trust and collaboration.
• Verify team members' understanding of the message and expectations for action.  At the end of meeting, review all actions to be taken and expectations of deliverables. After all, at a distance, it can be tougher to make sure everybody is on the same page.
• Provide feedback that focuses on conveying positive and constructive intent. Make a conscientious effort to provide regular feedback on an ongoing basis, as the normal interactions of meeting and seeing each other on a regular basis is not possible. This feedback will allow relationship-building and reduce anxiety among the members. 
As a leader and project manager responsible for a virtual team, you must take the time to ensure that the team members are not just sending out information, but are practicing active listening to ensure understanding. 
Virtual teams vary from other teams in relation to distance, but this distance can be reduced as a barrier if you think about this simple fact – “If the only time you communicate with your other team members is when there is a problem, then you will be seen as a problem”.

For more information on virtual teams, see Communicate Outside the “In” Box for Virtual Teams in the December 2008 issue of PMP Passport.

 Brian R. King, P.Eng, PMP is president of Millennium 3 Inc. Training and Consulting, which is driven to help businesses, government and associations improve productivity in leadership and organizational development. He is CEO and President of LEI – Lafleche Environmental Inc and a PMI Global Registered Education Provider, as well as a PMI SeminarsWorld® 2009 instructor. He welcomes your questions or comments on this tip.

*This article was originally published on 20 November 2009 in PMI Community Post. © 2009 Project Management Institute. All rights reserved.*

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