The World Health Organization just classified burnout as a legitimate medical diagnosis. It’s amazing to finally have this condition validated and see this issue broadly covered by the media. However, it’s been incredibly disheartening to see that almost no one is talking about changing the workplace culture that is contributing to burnout.

Burnout doesn’t happen overnight. It doesn’t happen because employees are unwilling to work hard. It isn’t solved by taking a walk during the workday. And it won’t go away because a manager tells their employee to take a vacation.

Burnout is complex and this one blog post can’t possibly address all the reasons why we have an epidemic of burnout in this country. However, one thing we know for certain is that preventing burnout is a SHARED responsibility between employees and employers. And while self-care is critically important and something too many of us ignore, it’s time for organizations to understand that managers play a huge role in how employees experience work and whether or not they become burned out.

Employees want to know that the work they are doing matters. They want constructive feedback and guidance to ensure they are working on the right projects even when juggling multiple priorities. They want to do work that is aligned with their talents and the reason they were hired in the first place. They want to know that their managers will help them find ways to stretch and grow, even in a small organizations with limited opportunities for promotion. They want to be able to take an email-free, three-day weekend without the anxiety of a giant, looming inbox awaiting them on their return. And they want to experience a workplace where flexibility is modeled for them, not just preached– the manager who doesn’t just encourage their employees to use flexible work hours, but also uses them herself.

There is nothing more powerful than a manager who sends the team an email saying he will be unavailable for a couple of hours because he is heading out to watch his child’s soccer game. There is nothing more impactful on creating a culture of growth than the manager who begins a conversation with, “Let me understand what gets you excited about coming to work everyday because I want to make sure that we do everything possible to support that.”

Workplaces aren’t like Disneyworld where solutions are magically easy. However, we do have the ability to move the needle on burnout—we just need to invest in the right places and it begins with the managers who sit on the frontline of this issue every day. Most of the managers I speak with are well-intentioned—trying very hard to support their employees while desperately trying to keep their own heads above water. Organizations don’t need more Foosball tables or Free Beer Fridays. They need managers with the training and tools to keep their people, their most valuable asset, fired up and not burned out.