Frontline managers in the banking industry support geographically dispersed employees and face significant obstacles in communicating effectively to motivate their virtual team members. The purpose of this multiple case study was to explore communication strategies frontline managers in the banking industry used to motivate virtual team members. Vroom's expectancy theory was the conceptual framework for the study. Participants consisted of 5 frontline banking managers in Michigan who had successfully implemented communication strategies to motivate virtual team members. Data were collected using face-to-face semistructured interviews, a review of company documents, and a review of company websites. Data were analyzed using thematic analysis following Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were a clarification strategy, a technology strategy, and a motivation strategy. Frontline banking managers leading virtual teams might use the findings from this study to improve the clarity of their communications with team members, make effective use of technology in their communication strategy, motivate team members through consistent messaging, and offer adequate rewards and facilitating peer competition among team members. The implications of this study for positive social change include the potential for frontline banking managers to improve job satisfaction and motivation among virtual team members, resulting in higher employment rates, improved local economic stability, and enhanced rapport and volunteerism within their local communities.