One of the most significant shifts in virtual communication (compared to face-to-face) is lost water cooler talk-those informal conversations that happen informally all day that let us build rapport, interact together, and get work done.

When people are face to face, 93% of their collaboration is informal and spontaneous. When people communicate virtually, communication frequency declines by 84%! Think about that! In other words, the natural inclination of people that work virtually is NOT to collaborate and NOT to interact when virtual.

The result of this dramatic shift in communication is rampant miscommunication that destroys trust, breaks morale, and holds back performance. The greatest problem of all is that you often won't see the damage until it is too late because distance hides it. Once miscommunication happens virtually, it may be nearly impossible to repair the damage.

Take Eric, a manufacturing manager of a new product going to market. Although the design of the medical device was relatively simple, its production was plagued by manufacturing defects. A key connection at each end of the device was sealed with glue. After it dried, when the excess glue was scraped away, pinholes frequently occurred that resulted in re-work or scrapping the product.

Now, manufacturing managers delight in solving problems. The solution Eric wanted was for the vendor to extend the length of the stainless steel piece, so the glue could remain inside the metal, and no clean up would be necessary. When Eric submitted the change to Purchasing, he was told that the length was as big as the vendor could produce.

The glue problem plagued the manufacturing operation for the next six months. Then, on a face- to-face visit with the vendor, the manufacturing manager mentioned the dilemma. The supplier was surprised. He told Eric that they could make the piece any size they needed up to 45 inches in length.

The cost of the medical devices that ended up being scrapped over six months was over $100,000. Had the manufacturing manager talked directly with the vendor up front, rather than talking only with Purchasing, just think how differently this story would have played out.

Highly effective virtual teams are very disciplined to keep interaction flowing with key people that are in distant locations. Eric needed a closer relationship with his key vendors, and the only way to build that relationship is to schedule regular virtual and face to face visits. Besides, people that have relationship are more likely to rely on one another and support one another.

What communication disciplines do you have that let you build rapport, interaction, and results with key people that work in other locations?