Not all relationships are equal, so don't just prioritize relationships, but those that are valuable.
You can't ignore people who bad at what they do and are trying to make it someone else's problem, but you can find allies who are good at what they do and want to take some pride and ownership in the same things you do.
If someone doesn't have a vision for how they will accomplish what is asked of them, that's an opportunity for mentorship. They might not take it from you, but you can offer it.
I actually think the really dangerous people are the ones you encourage people to seek out: those who think everything is easy. That to me is a sign of Dunning-Kruger. I'd rather sit down with somebody who says "I don't know yet how to solve this, but we'll work it out", than somebody who says "it's easy we don't need to think too hard about this" or "it's hard and so I won't even try".
Also, meetings, shared responsibilities - they're part of getting stuff done as part of a team. Instead of trying to avoid them, try to improve them. Learn the people skills needed to help a person change their habits towards being the productive ally that adds to a team rather than takes away from it.
It's not easy, it's hard, but you will figure it out. If I was working with you, I'd say "we", not "you" but alas...
>If someone doesn't have a vision for how they will accomplish what is asked of them, that's an opportunity for mentorship.
I agree with your overall sentiment, but there’s another dynamic which doesn’t always lend itself well to a mentorship role: when the leader has no vision other than some vague concept. Sometimes we can politely corral them, but it’s extremely frustrating when that “vision” is predicated on some magic, black box operation that they think happens and they won’t listen to any technical advice on why their vision may not be feasible.
To the OPs point, we have limited resources in time, labor, patience, etc. It’s worth consciously deciding where those are best spent.
You can't ignore people who bad at what they do and are trying to make it someone else's problem, but you can find allies who are good at what they do and want to take some pride and ownership in the same things you do.
If someone doesn't have a vision for how they will accomplish what is asked of them, that's an opportunity for mentorship. They might not take it from you, but you can offer it.
I actually think the really dangerous people are the ones you encourage people to seek out: those who think everything is easy. That to me is a sign of Dunning-Kruger. I'd rather sit down with somebody who says "I don't know yet how to solve this, but we'll work it out", than somebody who says "it's easy we don't need to think too hard about this" or "it's hard and so I won't even try".
Also, meetings, shared responsibilities - they're part of getting stuff done as part of a team. Instead of trying to avoid them, try to improve them. Learn the people skills needed to help a person change their habits towards being the productive ally that adds to a team rather than takes away from it.
It's not easy, it's hard, but you will figure it out. If I was working with you, I'd say "we", not "you" but alas...