Much scholarly and practical attention about organizations has focused on diagnosing, critiquing, and remediating problematic messages, interactions, processes, and consequences. The “dark side” of organizational communication, from toxic cultures to unethical leaders and followers (Lutgen-Sandvik & Davenport Sypher, 2010), has fascinated and perplexed consultants and scholars. While this work certainly is valuable, this chapter moves toward a positive focus on organizational communication by way of motivating language (Mayfield & Mayfield, 2017; Sullivan, 1988) practiced by leaders and peers.