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My name isn’t really Mike.
But if you work in the petrochemical industry on the Gulf Coast, you might have seen me. Maybe you’ve passed me in the control room, at the safety meeting, or in the break trailer. Maybe you already know me and don’t even realize it.

I thought this job would be the dream. I went to school, studied hard, listened when people told me that being an operator was one of the best gigs a young man could land. Steady pay, good benefits, respect in the community. For a while, I even bragged about it.

But most days, I sit behind a glowing screen for twelve miserable hours, listening to the same complaints from the same worn-down faces. The shift stretches on, the coffee goes cold, and the only thing keeping anyone awake is the constant hum of machinery. No one talks about teamwork or pride. The conversation is about how little you can do and still get by.

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Let's say it plainly, because we've all seen it: leaders who default to telling, fixing, controlling, or judging—far more often than they default to asking. Why? Because this one thing is slow, it's uncertain. It doesn't give you that satisfying feeling of control or the rush of authority. It feels like a detour when you're paid to make decisions and drive outcomes. And let's be honest—many leaders think that if they ask too many questions, it will make them look weak or unprepared.

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If you're a leader operating from a mindset soaked in pessimism, constant anxiety, or a chronic negativity bias, you might be doing more harm than you think. Not just emotionally but neurologically. And not just to yourself—but to the entire team you lead.

Sound dramatic? Maybe. But science is backing it up. Let's check it out...