 While there may be no strict formula for becoming an effective leader, a recent study shows that for organizations looking to streamline their operations, being a good leader comes down to picking up three fundamental habits, making frequent visits to the work floor, empowering employees, and showing modesty. A new trend among healthcare organizations is the implementation of lean practices. First coined to describe the business culture of Toyota, the Japanese automobile manufacturer, lean refers to the streamlining process by which organizations maximize value for their clients while minimizing waste. In the healthcare sector, this translates to maximizing quality of patient care. The transition to lean, however, is not straightforward. Studies show that simply introducing measures aimed to reduce waste, improve efficiency, and standardize processes is not enough. Organizations must be committed to transforming the culture that underlies their practices, the key to which is effective lean leadership. In the current study, a researcher working as the head of anesthesiology and surgical care at a large teaching hospital spent two years helping the facility make the transition towards lean. During that period, the researcher observed important events and interviewed personnel to determine what leadership habits best ease the hospital towards becoming a lean organization. First, leaders must visit the work floor. By visiting the work floor, leaders gain firsthand experience in identifying areas for improvement and interacting directly with employees. This interaction helps leaders quickly develop a course of action as problems arise and fosters mutual understanding among employees. Leaders must also learn how to empower others. Employees can be empowered to adopt lean habits by being assigned responsibility and being held accountable. This delegation of responsibility enhances care practice because employees are given space to participate in the decision-making process, which instills a sense of self-worth. Finally, in interacting with employees on the work floor and delegating responsibility, leaders must be willing to show modesty. That means being able to express uncertainty and revealing vulnerabilities. By showing modesty, leaders can create a culture in which concerns are raised and discussed more readily, facilitating the transition towards lean practices. Although this study focused on a health care facility in particular, the researchers suggest that the lessons learned from the first-hand accounts could apply to any organization seeking to make a lean transformation. And while certainly not a blueprint, the habits they identified should provide a framework for leaders to learn how best to implement lean practices in the workplace.