Our friend, Howard was the publicist on the film, Tex, which was Matt Dillon’s breakout role as a leading actor in a feature film. Young Dillon was barely out of his teens at the time, maybe even still a teenager, and was, by all accounts, a raw and rambunctious lad. He and Howard were in Atlanta visiting the nerve center of new media at the time, Turner Broadcasting, the first of the Superstations, where Young Dillon would be doing a series of interviews. After his first interview, he began chatting up a young Turner employee who was beautiful in a way that only southern girls can be. They can say everything without saying anything. A Turner exec pulled Howard aside to tell him Young Dillon had to back off the belle. “That’s Ted’s girl,” explained the exec.
Nobody, including Young Dillon, had to ask what this meant.
The old role model of leadership was about control. How do I get what I want when I want it?
Leadership in a networked world is not nearly as much about control as it is about adaptability. How does a team get the resources it needs to solve the problem?
Now—-
Just because leadership is highly adaptive doesn’t mean it is without structure. In fact, it’s the opposite: Because what it means to lead can change from scene to scene, it calls for even more structure and definition than the old models did, when one org chart covered every leadership scenario.
We call our role model the 3A Role Model. Here’s why: There are three A’s to every role: Accountability, Autonomy, and Authority. When the 3 A’s are clearly defined and understood by all the players in a scene, and when they are complementary between players, leaders will emerge organically and authentically from that team and its scene.
When the 3 A’s are muddled, overlapping or disputed, leadership can get territorial and ’status-y.’ When this happens, leadership arises from something that’s not part of the scene—qualifiers like job titles, seniority, family ties, company politics, intimidation, scapegoating, etc.—all of which are unrelated to the problem to be solved in the scene and therefore offer only an illusion of leadership, not the real deal.
The 3A Role Model:
Accountability. We are Accountable to our team, and to the ‘game’ of solving the problem at hand. We are also Accountable to our company, to the agreement that we are engaged (one hopes) in generating something worthwhile in the world, and in caring for families, loved ones, communities, and ourselves. These are the most important aspects of Accountability, because they are intrinsic to teams and individuals. Beyond that, Accountability does, in fact, mean organizational responsibility–who reports to whom? This structure is extrinsic, though, and does not guarantee a good flow of communication. In fact, if leadership is extrinsic, scenes often produce a one-way flow of communication, which is a big no-no. Good leaders make it clear they are every bit as Accountable to their team as their team is to them. And so it flows…
Autonomy. If Accountability is the root system of an organization, nourishing and sustaining it from within, Autonomy is the leaf system, which has the potential to energize and give it life by drawing in outside resources and opportunities. Autonomy means the freedom to decide and act on one’s own, without any other player’s approval or oversight. Nobody tells a leaf which way to turn! A company’s spirit of entrepreneurship and ability to innovate are liberated by Autonomy. Its ability to turn these energies into growth rests with Accountability and….
Authority. Authority—-which stems from a 13th-Century Old French word, autorite, meaning “a book or quotation that settles an argument”—–is the ability to empower and disempower. It governs the other two A’s. To extend the permaculture metaphor, this is the planter or designer who decides what grows where. In the parlance of IT departments and gamers (and IT departments), this is ‘god’ or ’superpower’ status.’ This ‘A’ regulates the other two ‘A’s’, by deciding, for instance, the makeup of a team. Authority also means Authorship—of strategies, plans, vision, letters to employees, and the game elements of Environment, Roles, Guidelines and Objectives. It can also mean Authorization and Authentication: Who has access to accounts? Lists? Records and reports? Facilities? Fellow employees? Who can call a meeting? End a meeting? Okay a budget?
Ultimately, leadership is the art of role-modeling. When a team’s roles are modeled artfully, its leaders will emerge when and where they are needed.
In hierarchical organizations, leadership moves primarily from the top down. That’s its sole direction. In this model, the CEO is automatically the leader in every scene that doesn’t involve the Board of Directors. The people who report to the CEO are the leaders in every scene that does not involve the CEO or the Board etc. etc. etc. until you get to the janitor, who is the leader of the broom. Every scene has a pecking order, and the pecking order has been decided before the scene begins.
Yes, we are here, and I see a place we can grab over there. Yes! A new crack reveals itself, and we grab it. We see another hold and we make the move. Yes, and now we’re experiencing the mountain from a new perspective. Multiple new holds appear, and one hold at a time, with each move accompanied by a thousand little calculations that are faster than conscious thought, we move up the face of the mountain. 
This is a demonstration of how connections are made in the Networked World. And some observations about how Creativity and Destruction go hand-in-hand.
Because GameChangers followed and contributed (seven blog posts) to the narrative of the Chilean Miners…because we were curious about how the 33 miners happened to be wearing Oakley sunglasses when they emerged from the mine after their 69-day ordeal…because we made a connection with Jonathan Franklin, the correspondent for The Guardian, who was the only print journalist with complete access to the rescue site in Copiapo, and was responsible for the Oakley connection…because Penguin Press has just published 
Traditional news reporting and the internet made us aware of ‘Los 33.’ Social media–Facebook, Twitter, this blog, etc.–helped us track and participate in their story. Skype, email and telephone made personal conversations and collaboration between us and Jonathan Franklin possible. The Applied Improvisation Network helped us extend the program to Europe. Geo-locating apps–I can’t even tell you what they were– helped us locate and provide directions to our rehearsal studio in NYC. I used a virtual concierge to book my travel. And of course personal relationships made things possible that no technology or platform could.
“Getting to yes” is a popular phrase among business managers. (It is the title of 
Underneath his fright wig and his goofy screen persona, Harpo Marx was one beautiful human being. In his autobiography, Harpo Speaks, he lists his family’s rules. It’s some of the wisest advice a father ever gave his children: