I'm going to go out on a limb here, and assume that you're a decent, reasonable, considerate and capable kind of person. I'm sure you are. You're the kind of person who'd be drawn to read this article, clearly a marker of wisdom and refinement. However, are you sure that colleagues see you in quite the same light? Are you certain that everything you say and do is interpreted by fellow members of staff in quite the way that you intend it to be?

Perception issues can affect any of us; we can only see the world through our own eyes, and our ears can't hear the thoughts of others. We can't know for certain what anyone else is thinking about us, about how we are acting or what we are telling them, so it's important to limit as far as possible the scope for misinterpretation or mistrust. By taking a little time to work on the way that we present ourselves to the world, we can help ensure that the world accepts us as we'd like it to.

Body language

Eyes work quickly. It's human nature to process what we see first, ahead of what we're being told; there is more shock in the cinema villain pulling out a knife, moonlight glinting on the blade, than in the threats he drawls at the same time. If you're addressing a member of staff or a meeting, whether making a request or an enquiry, or passing on information, you don't have to reach for a dagger to be seen as aggressive and intimidating; you don't have to be threatening to make the atmosphere unfriendly and unproductive.

Think about how you'd normally carry yourself into such situations, about how you'd stand or sit whilst raising an important issue at work. Look at yourself in a mirror: are you leaning forward or back? Where are your hands, and what are they doing? How is your face set, friendly or hostile, relaxed or uptight? A lot of these details may have come from instinctive actions - we don't always think consciously about our body language - but that doesn't mean that they have any less impact upon others. If you're inclined to lean forward into someone, or to stand close to them, this can appear aggressive and with the intention to dominate. Alternatively, if you'll be leaning back in your chair, the impression is created of an unfocused passivity, an attitude that's decidedly laid-back and isn't thinking too much about the matter at hand. Find a happy medium: upright, at ease, and keeping a respectful distance, all of which encourage trust and a relaxed atmosphere.

Choose your words

A positive appearance will smooth the way, but you'll still need to be careful with what you are saying. Again, any implication of aggression or excessive passivity needs to be avoided, even if it's entirely unintentional. This concern can often be negated simply by understanding who you're communicating with - by knowing your audience, it becomes easier to be aware of what will make them uncomfortable. As with body language, the spoken or written language that you favour needs to be developed in relation to how it will be understood by others, by putting yourself into their shoes rather than making choices based upon what would appeal to you.

The need for feedback

Of course, it's not always easy to see yourself in someone else's position, to discern just what they'd be thinking. Getting to know your colleagues will always help - but so will listening to what they have to say. Feedback should be welcomed, in whatever form; if it emerges that you're being perceived in a negative light, then the response should be to understand why and address the issue, not to recoil, not to take it as an affront. Furthermore, if those around you are aware that you welcome comments and suggestions, it will be easier for them to trust you and to be comfortable in providing their honest opinions. Responding well to feedback can create a virtuous circle, with a more positive reaction from yourself encouraging a more honest and productive environment amongst staff.

Making a difference

How well you're perceived by your staff can make a huge difference to whether or not that working environment is as constructive as it ought to be. For a manager or supervisor to be perceived in a negative light will diminish both the effectiveness of communications and a more general sense of trust and willingness to work for the greater good. And it's not at all uncommon for staff to have that perception, groundless as it may often be, nor indeed is it uncommon for managers to be unaware that it is at the root of issues with productivity and cooperation. For the progress of the entire organisation, then, it's vital to ensure that you're perceived by your staff in the way that you'd like to be, and that most benefits the company (and you may well find that a short training course in addressing this issue can bring a great many advantages). After all, you work hard for your organisation - there's no cause for letting it go to waste just for the want of a little more understanding.