One of the tasks of school principals in some districts is to provide for an appropriate staff development program. From his own experiences the author argues that adopting commercial marketing techniques is not necessary when convincing the staff of the need for staff development. Instead, making the identification of staff needs and the development of appropriate inservice programs for meeting those needs a matter of staff consensus can encourage staff participation in the process. To prepare for their own participation, principals must tune in to their own leadership styles, recognize the need for administrative guidance in the program, make themselves aware of wider district needs and goals, understand staff development legislation, and find an appropriate model to follow. When working with the staff, principals should alter the model to meet staff wishes, support those who wish to act, provide a forum for the testing of new ideas, utilize evaluation as an ongoing component of the process, and publicize the program's successes. (Author/PGD)