Tips For Effective Online Interaction

Like it or not, we’re operating in a world of virtual communication. Sure, we still have face-to-face conversations, but a growing percentage of our interactions are via Zoom, Microsoft Teams, FaceTime, Slack, and a range of other tools.

Such tools clearly offer advantages, not the least of which are reductions in time and travel. But like any good tool, these must be used carefully.

Andrew Brodsky offers valuable guidance in Ping: The Secrets of Successful Virtual Communication. Harvard-trained Brodsky is an award-winning business professor at the University of Texas at Austin. He provides an actionable framework for navigating virtual communication from mode choice to message framing.

He uses PING as an acronym representing the “parts” of that framework:

• “P” stands for perspective taking. When you aren’t standing face to face with another person, you often become more self-focused. As a result, you generally aren’t as attentive to how your messages will be perceived and how others might interpret them differently from how they were intended. By making more of a conscious effort to take the perspective of your interaction partner, you can meaningfully reduce miscommunication.
• “I” stands for initiative. Every communication mode has its strengths and weaknesses. However, by realizing what those are, you can take the initiative to “fill back in” what’s missing. For instance, since small talk and trust-building doesn’t occur as naturally over text as it does in person, making an effort to engage in this kind of behavior virtually can help strengthen outcomes like trust.
• “N” stands for nonverbal. Even though you’re sitting behind your computer, you’re still conveying nonverbal signals that your interaction partners will use to assess your communication. Something as seemingly simple as including an emoji (or starting an email without a salutation) communicates information that will shape other people’s perspectives of your messages. Consequently, understanding the research behind all the varying nonverbal behaviors we communicate electronically is central to ensuring your interactions accomplish your goals.
• “G” stands for goals. In order to choose the right mode and message for any given situation, it’s first necessary to define your goals. For instance, cameras-on video calls can be useful for showing engagement and building trust, but cameras-off video calls are more helpful for reducing fatigue and stress. Hence, the right choice in any interaction will depend on your primary underlying goal.

The Covid pandemic clearly accelerated the use of Zoom and other tools for virtual communication. What does Brodsky see as both the benefits and costs of that trend?

“As with any communication technology, there are strengths and weaknesses to using video tools like Zoom,” he says. “As far as strengths, video communication has increased the ease in which we can more richly interact with people around the world, whether from the home or office. The greater adoption of these tools has saved a massive amount time and money due to a decreased need to travel. And of course, they have been a factor in what has made remote and hybrid work so effective.”

And what does Brodsky see as downsides? “Video tools reduce the degree of nonverbal behavior, as you can generally see people only from the shoulders up. Additionally, video calls—relative to in-person meetings—make it easier for people to become distracted. Since people in the meeting can no longer see exactly what others are doing, it’s easier to do things like check your email during meetings.”

In what ways can email and other electronic tools become productivity sinkholes?

“It can be difficult to stay productive when you’re juggling a seemingly endless stream of text messages, instant messages, emails, phone calls, and video meetings,” Brodsky says. “If not carefully managed, your virtual communication can take over and become a productivity sinkhole.” He says way to avoid this issue is to “chunk” your virtual communication into a few confined time periods throughout the work day. “This way, you won’t miss out on any important communication while still having long stretches to focus on deep work.”

Brodsky says that to increase productivity, it sometimes makes sense to use email or instant messaging. On the other hand, productivity can often be maximized with richer modes of communication.

“To choose the most productive mode, it really depends on the context and your goal,” he says. “For instance, if you need to ask your boss a quick clarification question, it likely makes sense to send an instant message or email (rather than request a phone call or meeting). In contrast, a brief phone call or meeting can be more effective than an ongoing email chain when a lot of back-and-forth is required.”

As former Meta COO Sheryl Sandberg emphasizes, “leaders should strive for authenticity over perfection.” What does Brodsky believe that suggests about how leaders should engage in virtual communication?

“Because it can often feel like we’re communicating with a screen rather than an actual person, it’s important for all of us (including leaders) to demonstrate authenticity and trustworthiness in our virtual communication,” he says. “It really comes back to adding in those personal touches that might be lost in a flurry of emails. For instance, instead of announcing a significant policy change via email, it might be beneficial for a leader to initiate a few one-on-one calls with managers first, and then have an all-hands call for the rest of the team to let them know of the changes and then invite employees to send any follow-up questions via email.”

Brodsky points out that trust is like Wi-Fi. It’s invisible, but you know when it’s not there. So, in using virtual communication tools, what are the trust-busters and what are the trust-builders?

“When trying to build trust with someone new, it’s often helpful to use richer modes (e.g., video) so you can add more of a ‘human’ element to the interaction,” he says. “Additionally, making the effort to show you care about the other person, for instance by asking them questions about themselves, is even more important virtually, as effort and engagement can’t be as easily observed from behind a screen.”

At a time of so much workplace pressure, how can people we avoid burnout amid all of this virtual communication overload?

“Left unchecked, our virtual communication can blur the lines between work and home and cause burnout,” Brodsky says. “One strategy to combat this effect is to put your work devices away and intentionally engage in leisure activities to completely disconnect. Also, volunteering and spending time in nature have been found to be particularly useful for disconnecting and recharging.”