With some extra time during the holidays, I found myself reflecting on my 20-year career in a chemical company. It’s not something I usually stop to think about, but looking back, I realize how strongly I’ve been influenced by certain individuals.
Some in positive ways. Others in difficult ways.
Here are the five people who left the biggest mark on my career.
Interestingly, none of them were junior colleagues. The fact that I was influenced almost exclusively by superiors or senior staff may not be entirely positive.
1. The Overwhelmingly Capable Boss
Ranked first is a boss who was exceptionally capable.
As an individual contributor, he was in a league of his own.
He could:
- Identify the essence of a problem
- Involve stakeholders effectively
- Consider everyone’s position
- Move decisively toward clear objectives
Before working with him, I had never seriously reconsidered how I approached work. I simply followed existing patterns without questioning alternatives.
I worked with him just before stepping into management. Had I entered management without learning from him, I might have burned out—or even left the company.
However, his strength came with a downside: extreme criticism.
He criticized everything—sometimes to the smallest detail. At first, it was shocking. Over time, I began to understand that constant criticism of the organization can also be necessary for change. An organization where no one voices criticism eventually stagnates.
Positive impact: ★★★★☆
Negative impact: ★★★★☆
2. The Boss Who Spoke Too Freely
Second is a boss who said everything out loud—whether appropriate or not.
Competent, yes—but not at the level of the first.
He focused heavily on details and frequently commented on company issues. In that sense, I did gain perspective from him.
But the strongest impact was negative.
He was poor at filtering his words. Unlike the first boss, whose criticism targeted work, this one often crossed into personal criticism.
Seeing that such behavior existed within a corporate environment was eye-opening. Unfortunately, I suspect some of that influence may have passed through me to younger staff, which concerns me.
Looking back, I struggle to find meaningful positive elements from that influence.
Positive impact: ★☆☆☆☆
Negative impact: ★★★★★
3. My First Boss
Naturally, my first boss had a major influence on me.
He taught me:
- How factories think
- The role of production engineering
- How production engineers should behave
- The importance of reporting, communication, and consultation
- Professional conduct as a working adult
Few supervisors today invest that much in teaching fundamentals.
Because of him, I developed a professional foundation that expanded my career beyond production engineering.
That said, he had an old-school temperament. At times he pushed forward without discussion or made decisions that felt illogical. Some of those traits may unconsciously appear in how I guide others.
Positive impact: ★★★★☆
Negative impact: ★★☆☆☆
4. The Veteran Maintenance Engineer Who Spoke of Ideals and Reality
Fourth is a senior maintenance engineer.
A veteran. Independent. Almost a lone wolf.
He solved problems independently, reporting only the minimum to management.
Through countless casual conversations, he influenced my thinking more than anyone else in terms of time spent.
Some of his long-held views included:
- “Working hard doesn’t change the company—leave on time.”
- “Deliberately leave some checks for management.”
- “Design work has limited meaning.”
- “Stick to maintenance.”
Twenty years ago, these statements sounded extreme. Today, many feel surprisingly accurate.
He likely had ambitions within the company that the environment never allowed him to pursue. That unresolved gap has since grown into larger organizational problems.
Positive impact: ★★★☆☆
Negative impact: ★☆☆☆☆
5. The Boss Who Taught Work Philosophy
Fifth is the boss who emphasized mindset above all else.
He taught principles such as:
- What manufacturing should truly prioritize
- Critical areas others overlook
- The importance of cooperation in factories
- How small responses reveal character
Technical skills can be self-taught over time. But mindset and professional attitude are often shaped by senior colleagues.
The challenge today is passing these lessons forward. Fewer younger employees seem ready to internalize such perspectives.
Positive impact: ★★★☆☆
Negative impact: ★☆☆☆☆
Conclusion
Over 20 years in a chemical company, I worked under many supervisors. As a mechanical/electrical engineer, my direct managerial pool was relatively small, but I was also influenced by supervisors from chemical and process engineering backgrounds.
I would like to pass on what I’ve learned to younger engineers. However, doing so may be more difficult than I once imagined.
Careers are not shaped only by formal training or promotions. They are shaped by people—sometimes in ways we only recognize much later.
About the Author – NEONEEET
A user‑side chemical plant engineer with 20+ years of end‑to‑end experience across design → production → maintenance → corporate planning. Sharing practical, experience‑based knowledge from real batch‑plant operations. → View full profile
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