Another aspect which most organizations fail to consider, let alone take action upon or develop the infrastructure to achieve, is a succession plan. This holds true for this particular question. The responses thus far, I believe, have this somewhat embedded in their responses on how to deal with undoing traditional management behavior and developing behavior of a lean manager, but organizations also, and definitely for longer term success, must consciously and deliberately work on their lower level people within their organization so that, as a direct result, as they ascend in the organization they are already exhibiting, practicing, and developing lean management behaviors. Often organizations are so focused on the current leadership changes (behaviors) needed to support their lean efforts, that they do nearly nothing about the subordinates in their organization so the same traditional or unwanted behaviors continually arise as the next generation moves up into positions of management. Certainly, of course, changing the behaviors of current managers is key to the success of developing the next generation of managers, but more measured efforts are needed to make it more effective and to give it a long term success. A starting point would be to consider the comments and actions suggested in the answers given by my colleagues on this question and start with asking the question(s) of how to we achieve this at the very beginning of employment (or even the hiring process and onboarding). Success in this endeavor is a multi-front effort so start at the beginning, and as Karen states, determine your target condition and then begin questioning to figure the gap and run experiments to learn for success. So that there is not the situation, where every time a new person ascends to a management position, an effort to change their behavior is needed. Start at the beginning and the results desired will better rise as people move upward.