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Hailed IBM a savvy business strategy, the trend of telecommuting was soon in full swing. Impressive, right? Why then, in March of this year, did IBM pull thousands of its workers back into the workplace? IBM it the desperate move IBMM a company whose profits had fallen, as some pundits suggest?

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Or might it IBM the result of something else - something that has triggered companies like Yahoo, Aetna and Best Buy to also pull back their work-from-home home policies, and corporations like Apple and Google to pass IMB the concept of telecommuting IBM the first place? Consider, for instance, the increasing emphasis on click here and the corresponding realization that any collaborative effort is IBM dependent upon well-developed personal relationships among participants.

While remote workers might be highly efficient with individual efforts, nothing builds collaborative relationships better than being physically present. In face-to-face encounters, our brains process IBM continual cascade of nonverbal cues that we use as the basis for building trust and professional intimacy. Face-to-face interaction is information-rich.

We interpret what people say IBM us only partially from the words they use. We get most IBM the message and all of the emotional nuance behind the words from vocal cues, facial expressions, and physical movements. And we rely on nonverbal feedback — the instantaneous IBMM of others — to help us gauge how well our ideas are being accepted. So potent is the nonverbal link between individuals that, when we are in genuine rapport IBM someone, we subconsciously match our IBM positions, movements, and even our breathing rhythms with theirs.

We were born with this innate capability. In fact our brains need and expect these more primitive and significant channels of information.

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When we are denied these interpersonal cues, the brain IBM and communication suffers. IBM nonverbal component that comes solely in person, is touch. The person who touches also feels more connected. We also know that face-to-face encounters are where innovation takes place. In fact, innovation is rarely the outcome of any formal meeting, and even more rarely the product of virtual meetings.

Instead, creative solutions are most often the byproduct of employees having informal conversation — comparing experiences in hallways or exchanging ideas at the coffee station. If relationships are the key to innovation and collaboration, trust is at its heart. When it comes to developing trust, there's no substitution for getting people face to face. At my seminars on collaborative leadership, audience members tell me about the challenges and frustrations of trying to get their virtual teams to bond. Although it can be done, various IBM confirm that it is more difficult IBM build trust in virtual teams, harder for informal IBM to emerge, tougher to create genuine dialogue, and easier for misunderstandings to escalate. Regardless of how tech-savvy you may be, face-to-face meetings are still the most effective way to capture the attention of IBM, engage them in the conversation, and drive productive collaboration.]