People who climb Mount Everest talk of establishing a "base camp;" a place of safety and certainty in preparation for the ascent. I have not participated in that amazing achievement, but I picked up the phrase a long time ago, and have used the analogy in my career to sustain me through some rather tough “climbs” along the way. It's essential that leaders maintain a base camp throughout their careers; to sustain sanity, to protect themselves from stress, and to prepare for, and recover from, stressful events. After all, our careers are a “climb,” are they not?  

https://www.linkedin.com/pulse/your-boss-90-employee-experience-nothing-else-comes-jim-bohn-ph-d-/

Over the course of four decades I worked for upwards of 30 different  managers and leaders in different companies (I was a contract tech for a  while so I got to see many different organizations). Some of them were  outstanding, intelligent, just, insightful, creative, and easy to talk  with. They had a way to improve the day, every day. They had flashes of  brilliance that were utterly inspiring. They knew how to talk (and  listen) to anyone, at any level in the organization. They were my employee experience.

Much leadership literature is dedicated to visioning, innovation, production and achievement, yet little is said about the tough stuff. In this way, business imitates life. Few of us want bad news, fewer still want to admit there is a problem, and fewer still want to deal with conflict. And yet, leading people invariably raises the issues of “hard cases;” those team members who raise havoc that requires the intervention of termination. 

Criticism is easy, cheap and free.  "The dogs bark but the caravan moves on".  

"Resistance" is brought up again and again as a source of change failure, and, thankfully, is receiving some academic attention, since resistance to change is not always a malicious attempt to derail an initiative.  Resistance is more complex than people who say "I don't want to do this."  Executives play a major role in managing resistance. Understand that working with natural human autonomy is far more effective than forcing people to act. 

People often talk about Employee Satisfaction but we rarely hear about the elements of Leader Satisfaction.  Here are some key things to consider about the joy of leading others and leading teams.  

I’ve heard many frustrated colleagues say this about their organizational culture: “It’s not rocket science; it’s political science.” …or is it? “Politics” is the default place to blame just about anything one doesn’t like in the workplace, and the more one is passed over for promotions or perks or special projects, the more cynical they become, and the more likely they will view their corporation as “political.” Candidly, I believe this issue will become an even greater challenge for the next generation of workers, but what does “politics” really mean? 

Just a reminder to look back at goals you didn't accomplish before starting new goals.