Middle managers often experience burnout due to the pressure of executing strategies from above while also coaching and developing their teams. The combination of excessive workload, administrative tasks, and lack of resources leads to exhaustion and a higher likelihood of leaving the employer. McKinsey’s research highlights that some middle managers spend two days a week on individual contributor work and another day on administrative tasks, causing fatigue. Microsoft’s research indicates that burned-out managers are nearly twice as likely to leave their jobs. Recovering from burnout requires time, intention, and organizational support. To address this, a multi-pronged approach is necessary. Start by recognizing the problem. Acknowledge and address burnout to make employees feel seen and understood. Recognize managers’ efforts and positive contributions, boosting their morale and engagement. Next, strive to reconnect with managers. Encourage personal connections among managers to combat feelings of isolation. Foster a sense of community and encourage one-on-one interactions beyond work to create a support network. Once connections have been reestablished, reassess, reprioritize, and redistribute work. Analyze managers’ workloads and prioritize key tasks aligned with organizational goals. Deprioritize non-essential tasks and adjust work scope to match available resources. Combining these strategies over time can help organizations not only recover burned-out managers but also prevent burnout in the future.