Almost a decade ago, I had an experience that really stuck with me. I was advising a newly hired chief financial officer with oversight over a $3.1 billion budget and over 300 people reporting into her division. I had asked her to prepare a nine-minute speech that would really rally people behind her. And there they were, all 300 souls gathered wide-eyed in the ballroom at their all-hands meeting.

In order to achieve a healthy and productive workforce you need trust. Doug Conant, the former CEO of Campbell’s Soup, called it, “the foundational element of high-performing organizations.” When he took the helm at Campbell’s, Conant made “Inspiring Trust” his first mission in turning around the company’s performance, which eventually led to shareholder returns in the top tier of the global food market and among the highest levels of employee engagement in the Fortune 500.

Managing emotions at the workplace can be a nightmare for leaders. When problems arise and tensions are at an all-time high, emotional outbursts cannot be avoided. It is essential that leaders and managers be aware of and able to deal with different emotions and the underlying reasons behind them. By understanding and acknowledging the role emotions play in the workplace, you can create a positive environment for your team and help them to excel at what they do.

A client of Ron’s, “Kelsey,” a division general manager of a large food manufacturer, recently told him, “Everyone on my team seems tired…all the time. I ask them how they’re doing, and they tell me ‘fine.’ If someone asks for time off, I say yes. They get the work done, but it seems like they’re in a fog. I don’t know what to do.”