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Health care providers across our diverse workforce are faced with an ever increasing complexity in the systems and approaches we use. In this era of mounting financial pressures, increasing regulatory mandates, rapid technological innovation, and rising consumerism, hospitals and health systems face many challenges to providing highquality care. To succeed in the midst of these external challenges, hospitals and health systems must have strong leadership and a committed workforce, and they must be alert to the impact of these changes on their entire team. Nearly half of U.S. physicians are experiencing burnout,1 along with their nursing colleagues and other members of the care team.2 It is essential that from leadership to front-line, staff work together to address the challenges and stresses that the complexity of health care brings to their committed and dedicated team. At its core, addressing burnout is about helping care teams recapture the joy and purpose. The goal is not simply an absence of burnout; but to cultivate a culture of well-being so clinicians can best care for their patients. Burnout and well-being are complex cultural issues with no off-the-shelf fix. Hospital and health system leadership must believe in the importance of clinician well-being and commit to making it a strategic imperative.