Organizations are self-organizing living systems and therefore capable of doing for themselves much of what managers have always tried to do for them. The role of the leader in organizations should be one of helping the organization develop a clear sense of its own identity, since that is the reference point around which self-organizing takes place. When not mired in the traditional control/structure role, the leader is free to be the eyes and ears for the organization. One of the key responsibilities of managing is learning how to access and use sources of intelligence throughout the organization and its operating environment. Parallels are drawn to the skills of an indigenous tracker in the forest. Developing awareness of the environment lies in the ability to draw in one's"bubble of impact" to where it is smaller than one's "bubble of awareness." One also needs to understand the baseline symphony of the environment so as to read the concentric circles of activity caused by others. A key to perceiving activity is paying attention to the "tree dwellers"--those who see more from a broader perspective. The third key role of a leader is to develop the means for sharing information, not through a rigid command and control structure, but by using the flexible nonlinear organic structure that already exists in every organization. Creating a strong sense of identity, learning to be aware of organizational systems and operating environments, and developing relationships for information exchange are essential skills for leaders. (TD)