Trust as an essential value for digital cooperation

In a guest article for the print edition of WirtschaftsWoche, Prof. Dr. Claudia Peus from the TUM Institute for LifeLong Learning provides an insight into how teams can constructively collaborate from a distance and which values are essential for success.

Even experienced managers have to relearn many things in a crisis and should constantly look to expand their knowledge. This was demonstrated last year by the shift to remote working due to the pandemic, which continues in many companies this year. The abrupt digitization many companies have experienced offers a variety of opportunities and advantages but also challenges. For some team leaders, this sudden switch to digital collaboration can result in a perceived loss of control. Attempts to restore this through close monitoring can be an uncomfortable experience for team members. As a result, dissatisfaction and a negative working atmosphere spread, and employees might become more openly critical about their workplace. In the worst case, they quit in order to escape control.

The relevance of digital employee management

One of the most important tasks for decision-makers is therefore the adjustment of their leadership style to fit the context of digital collaboration. In a guest article for WirtschaftsWoche, Prof. Dr. Claudia Peus, Founding Director of the TUM Institute for LifeLong Learning, presents key theses on how digital collaboration and employee management can succeed:

The key lies in trust as a central value. It is becoming more important than ever in the digital age. For managers, this means that they are responsible for building a team culture and collaboration structures characterized by trust. They must set and communicate clear expectations and rules for collaboration. In addition, their role should move away from detailed task management towards communicating the overarching vision or mission and goals of the team. This helps to set the common direction even in digital phases of collaboration.

Control via phone calls or spy software should be a clear taboo in this context, also for ethical reasons, says Peus. This actually creates distance between team members– having the complete reverse effect to the one intended.

Ultimately, in the current situation, leaders need to address the basic human needs of their team. In the print edition of WirtschaftsWoche, Peus argues: Team leaders must set a common direction while leaving room for team members’ own ideas. They should promote transparency and fairness in order to build trust. Recognition and appreciation are central building blocks of cooperation, even more so in times of crisis.

Further information (in German)

You can view the full article here.