My advice: 1) Focus more on assisting your peers with their work. This doesn’t mean telling them what to do, but look for people who are struggling to keep the

My advice: 1) Focus more on assisting your peers with their work. This doesn’t mean telling them what to do, but look for people who are struggling to keep their head above water on work that you know how to do well, and help them out of that place. 2) Let people win. Not when it’s important to you, but know when you’re in the “I’m right but this isn’t going to sink our project” place and let them have those wins. It will help take their “make sure that one stays in line” radar off you. Bonus points if you can make them feel like you learned something from them. 3) Quit. I don’t mean right away, but if you’re not generally enjoying your workplace, for ANY reason, or even for NO reason—quit. Some of this is basically like dating. When you don’t like someone, you just keep looking. There are more fish in the sea, as they say. 4) Remember that disagreements are fundamental to collaboration. There simply isn’t time to reach consensus on everything, even in a zero asshole environment. So teams are built on sparse networks of trust. There are likely a very small number of bottom lines that hold the org together. Everything else is a “nice to have”. Keep that in mind, and if you want to feel valued at a high level, you’re going to need to figure out what those bottom lines are, who is trusting who to watch them, and how you can help them long enough to become part of that trust network. 5) I heard a quote recently that I’ve been thinking a lot... Paraphrasing: “The master doesn’t convince anyone she knows the right way. She just works, and her work is flawless.” Just something to think about when you’ve got an assignment that doesn’t quite match what you think the ultimate strategic goal should be. You can still execute at a high level and feel good about that.