Most leadership writing about high-performing teams describes what those teams do. It does not name what makes those behaviours possible. That is where the work lives.

Most companies have a decision-making system they never designed. The wiring laid down at one stage of the company quietly outlasts it. A frame for where the actual work starts.

The problem is not that people refuse to be held accountable. It is that accountability cannot be held by someone else at all. A frame for what coaching changes.