The words “cognitive trust”, “teamwork”, and “success” always go hand in hand; trust is essential between team members. As many of us continue to navigate the remote working world, what is cognitive trust and how do you build it in a remote working team?
When it comes to remote teams, cognitive trust plays a crucial role. Here is why. Virtual teams lack face-to-face communication and, as a consequence, this could mean a lack of affective trust. When bringing a remote team together, it is essential to consider the following ways to build cognitive trust.
What is cognitive trust?
In 1985, Lewis and Weigert defined cognitive trust as “the trusting behavior motivated by good rational reasons why the object of trust merits trust”.
In 2004, Xiao Komiak and Benbasat interpreted this term as “a trustor’s rational expectation that a trustee will have the necessary competence, benevolence, and integrity to be relied upon”.
To put it simply, if you want to build cognitive trust in a remote team, you must demonstrate your competency as a leader, be open and honest about your intentions, and encourage the competence of your staff.
How does cognitive trust differ from affective trust?
Affective trust is based on an emotional bond and interpersonal relatedness. It comes from the heart, and is connected with feelings of empathy and emotional closeness.
Take a look at the following simplified examples to understand the difference between cognitive and affective trust:
Affective trust: “Alex looks just like my brother. And he has such a tender smile. I think I can trust him.”
Cognitive trust: “Alex won The Best Marketer award in 2019. His qualification matches our project, so I think I can trust him.”
Why is it important to build cognitive trust in a remote team?
Did you know that people tend to gravitate toward the expectation you set out for them? If you, as a manager, believe that your team is not competent enough to complete a challenging task and sets the bar too low, it is unlikey that team members will fully commit themselves to the goal at hand. A perceived distrust in their ability can reduce their motivation.
If you want your team to achieve the most effective results, look at ways to develop and build cognitive trust in a virtual workplace. It’s important to ensure you cultivate an authentic relationship with every team member, and to create opportunities for team connection.
Need some guidance? Here are five tips for you.
1. Showing your vulnerability is a strength
A Dutch study states that team members show positive attitudes toward leaders who are willing to admit their own mistakes and show a sense of vulnerability. In order to gain respect in your employees’ eyes, rather than aiming for perfection; be yourself. When leaders lead in this way, it creates an opportunity to earn strengthen the connection they have with their teams and demonstrates the importance of sharing authentic emotions, which ultimately nurtures a culture of trust.
It’s important to acknowledge that we all have strengths as well as weaknesses, therefore leaders must be aware of placing blame on team members for making mistakes. Instead, suggest having a conversation to get to the root of the issue and understand their perspective so they feel listened to, and understood. Remember that the more empathy you show, the more likely your team members will trust in you.
Let’s say you feel that writing isn’t one of your strengths. You choose to use online writing services to edit your emails and reports - why hide this fact? There is nothing to be ashamed of and on the contrary, you could encourage your team members to use the same service if they needed it!
2. Be open about your intentions
Now, let’s talk about the clarity of your intentions. Do you always explain to your team members the process behind your decision-making and assigning specific tasks?
Experts in cognitive trust say that leaders must always state their true intentions. With this in mind, every time you make a small or big decision, it is important for you to explain what factors have influenced your decision-making process.
In addition, always clarify your intentions before providing a team member with challenging feedback. For example, you could say: “Melanie, I would like to see you achieve your full potential, and to explore opportunities for you to grow in your role. Could I share some feedback regarding your current project to help you?”
When you approach it from a positive perspective, your team member will likely be more open to hearing your feedback.
3. Stick to your commitments
Cognitive trust is about following through on your commitments, and honouring the promises you give. To be a great leader, it’s important to stand by your commitments and show consistency.
Team members trust leaders who take action, so consider your intentions before making a statement. If you say you will find a new hosting provider tomorrow, follow through on that commitment. If you promise a pay rise, ensure this promise is honoured, with all expectations clearly outlined.
Live true to your words, and encourage your team members to follow your example.
4. Focus less on micromanagement
Do you find your fall into a pattern of micromanaging your remote employees? It can easy to do, especially with the right kind of intentions in wanting the best for your employees. However, in order to build cognitive trust, encouraging autonomy is key. Assess your team’s competency, ensure regular 1-2-1’s so your team members have opportunities to share their progress or any support they need, and reassure each team member that you’re there if they need you and you trust their ability to complete the tasks at hand.
Remind yourself that your team members are experts in their fields, and have been hired for a reason. Consistent opportunities for 1-2-1’s help to build trust and keep track on how they are doing, but ultimately it’s about empowering your staff to work to their full potential.
5. Keep yourself current
Do you attend conferences, read niche magazines, and take online courses to deepen your knowledge? Studies have shown that engaging in learning and development opportunities on a regular basis helps to nurture your mindset, develop your skills, and acquire new knowledge. Sharing your learning experiences with your team can deepen their respect for you as well as build trust in your managerial decisions.
The world around us is changing at rapid speed, and new technologies appear every day. It’s important to continuously broaden your learning horizons and grow as a leader, to be an example to those in your team as well as your peers.
You could even invite your remote team to participate in virtual events and other activities to advance their own knowledge and skills.
Embracing the modern working world
The importance of cognitive trust in the virtual workplace is essential, particularly in the ever-changing landscape of the working world today.
Put your efforts into building congnitive trust in your team, using the tips provided here, can create a meaningful change and a positive difference to your talented employees.
Nicole Garrison is a writer and editor at GrabMyEssay. She has a keen interest in cognitive psychology and the science behind effective learning. Nicole is a mental health advocate and a local community service volunteer.