Failure to meaningfully engage executives in their lean initiatives is a widespread concern among internal Lean leaders. This session explains this failure and presents an alternative that excites executive interest in the Lean initiative. It describes a successful approach derived from cause analysis and problem solving my own Lean team used to recover from this same failure, and which others have used with comparable success.Lean Management and Lean production are interdependent. The health of the management system reflects the health of the production system. In one or two gemba walks per Lean Management element, execs learn to assess the health of the management system. This allows them to directly assess the health of the Lean strategy themselves, on the floor. This assessment also reflects the integrity of their chain of command in understanding Lean and reinforcing its execution – or not – down through the value adding task activities on the floor.