The Leader Is Part of the System
A leader cannot diagnose accountability problems while exempting their own behavior from the analysis.
Teams learn what matters by watching what leaders inspect, tolerate, reward and revisit. A stated priority that never appears in operating cadence is not a priority for long.
When execution drifts, the question is not only whether people performed. It is whether the leadership system made expectations, ownership and consequences clear.
Accountability becomes cultural when leaders model it first: name the standard, provide support, inspect consistently and act when the evidence requires action.
Experience becomes useful when it changes how you operate.