This paper discusses ways in which how both formal and informal library leaders can utilize communication principles to persuade, motivate, and build positive employee relations. Noting that effective communication takes time, it is suggested that administrators talk with, not to, individual staff members, and that they (1) use direct eye contact; (2) appear approachable; (3) be cognizant of tone and nonverbal expression in addition to the words being articulated; (4) do not assume communication is taking place on the same wavelengths; (5) repeat/paraphrase what was said in order to clarify; (6) be empathetic; (7) follow up on interactions; (8) offer and solicit feedback; and (9) do not mainstream without giving a rational reason. In addition to individual communication encounters with staff members, it is recommended that the library leader meet regularly with departmental and branch staff in informational meetings and focus groups to encourage communication flow on those levels. The paper concludes with a discussion of the primary responsibilities of the library director, which are identified as the development and maintenance of trust among staff; absorption of stress; giving credit to staff; serving as a role model; keeping negative occurrences in their proper perspective; recognizing the importance of each staff position; involving staff in the decision-making process affecting their area of job responsibility; and being flexible. (CGD)