There is a stark difference from power-lead, top-down management to servant leaders in performance, sustainability, and job satisfaction. Top-down managers see employees as a means to an end and value results, which results from employees operating on fear of failure, fear of not hitting numbers, and fear of losing their positions (Cable, 2018). When a leader relies on servant leadership principles, such as humility, courage, and insight, they are able to see themselves as motivators, purpose-driven, and energized to build up their employees who accomplish the mission (Cable, 2018). The article uses an example of a delivery service company that was having weekly meetings with drivers about their inefficiencies, complaints, and need to be more productive. The managers were sent to a training program and were asked to change the weekly meetings to simply ask "How can I help you deliver excellent service?" (Cable, 2018). The employees were reluctant at first because of the fear, dislike, and distrust that was put in them from before, but eventually started participating and offering ideas that greatly improved the performance of the company (Cable, 2018). The atmosphere and environment that they worked in changed, the interpersonal relationships between labor and management changed, and their job satisfaction and self-esteem changed. The company was a new company because the management took a different approach from what they thought was important, and after seeing these changes, bought in to the power of servant leadership principles. I have learned that by saying less and listening more, I can make a much bigger impact on the world around me and will give more opportunities for the employees to figure out what can be done different and better. How could servant leadership be applied in your organization? What would it take to make it more prevalent in your industry?