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A global virtual team (GVT) members' inability to effectively build trust and communication can negatively impact organizational outcomes. Organizational leaders are concerned with team members' inability to build trust and communication, which is the leading cause of reduced productivity and efficiency levels within GVTs. Grounded in the social exchange theory, the purpose of this qualitative multiple case study was to explore strategies GVT leaders use to improve trust and communication among GVT members. The participants were 18 GVT business leaders from six organizations located in the Pacific Northwest of the United States. Data were collected using semistructured interviews and a review of organizational documentation. Through thematic analysis, four themes were identified: (a) information sharing through transparency, (b) thecreation and iteration of best practices/strategies, (c) localization development, and (d)the development of cross-functional work tools. A key recommendation is for GVT leaders to define team meeting styles and frequencies. The implications for positive social change include the potential for organizations to increase human resources in other regions of the globe and support the local communities and economies of their workforce.