"It's not what you preach, it's what you tolerate" is a quote from the book Extreme Ownership and is a principle that I have seen play out in many businesses.
Many managers and business owners spend an incredible amount of time talking about and taking action around company culture. One of the quickest ways to undo all of the time and effort a company has put into creating great culture, is for the leadership team to fail to hold to the standards that they themselves have set.
When we consider company values, I would estimate the most common word used across multiple companies would be Integrity. The reason so many people use this as a core value is because Integrity really does matter to them. They know that when they have a team and a culture that operates from a place of integrity, it builds trust and relationship. The irony is that it is this very commitment to Integrity as a core value that results in undermining the very culture that they are striving to build.
Insisting that people update the CRM and keep their actions current and live - then failing to do so in a management role - is one of the surest ways to send a message to your staff that it doesn't actually matter what you say. Team members know that integrity is important to the management. When they see management members not doing key activities - ones that have been identified as important - then if they don't do their own key activities, they have complete confidence that they will not be pulled up on it because management are not setting the example. If ever team members are pulled up by management, they can just point right back at them.
This doesn't mean management members have to be perfect. However, if the company are wanting to build a culture to the potential they are capable of, they must be willing to be open and vulnerable to receive feedback, and mature enough to act on that and change what is needed. It is a very powerful method to use yourself as an example of "how things are not being done" -v- "how we want them to be done" - and then following through on that. It shows a solid commitment to living what you profess, and set the tone for the very culture you want to build.
Actions speak louder than words - and your commitment sets the example of "follow-through on words" to your team will strongly contribute to the culture that is built and maintained in your business.