4. Unnurtured Trust
Team members may start out as optimistic and all too willing to contribute their best to achieve success. A global leader may be charismatic enough with his communication methods to encourage team participation as well as put values to what is practicable and logical. However, the leader's inability to show genuine concern is tantamount to insincerity or lack of integrity. Often, the indicators surface once the pressures of culture-contact set in.
Efforts at project monitoring might be misconstrued as keeping a tight rein and can be taken against the grain of traditional training. One example cited by academicians is the German culture of training workers to solve work problems on their own. It is seen as a challenge to their ability to apply the skills they have acquired. Applying a different culture that works on the premises of constant monitoring and motivation is regarded as an insult.
The Use of Technological Tools, Internet Portals and Messaging Devices
Lack of trust as one of the global leadership problems can be addressed by converging collective competencies via online sharing of documents. The ability of a global leader to employ technological tools for planning, organizing and monitoring project developments and status brings openness and straightforward coordination. This comes with the understanding that the competency of the global project leader includes reviewing the measures in place for data security and the observance of international laws that pertain to sharing documents online as well as outside of territorial jurisdictions.
Electronic whiteboards make it possible for the project team to perform brainstorming sessions. Opportunities to work simultaneously, to discuss changes in plain view of all the team members, and to promote teamwork orientation are made possible by harnessing desktop video teleconferencing technologies. Multimedia e-mail can create, store, and send written or voice messages or allow the spontaneous exchange of chat messages. The active participation by and visibility of the team leader immediately gives authority to what has been resolved as a solution to address a particular problem.
There are no hard and fast rules to follow in nurturing trust among team members, but often they start on a personal level. Online collaboration often compels team members to don their best behavior and put their best foot forward. Learning the culture of team work via online collaboration can virtually build a global team’s trust among team members, leading to the attainment of effectively converging varying global competencies.