Other people's problems

This one resonated hard with me. For the longest time I couldn't understand why no-one was interested in all the problems I could see and the opportunities we had to make things better. Even when I wanted to fix them myself. This paragraph could have been written for me:

You see so many problems, and when you identify those problems, people sometimes get mad. They don’t take your feedback well. They don’t want to let you help fix the situation. Your peers rebuff you, your manager doesn’t listen to you, your manager’s manager nods sympathetically and then proceeds to do nothing about it.

Camille walks through what it actually means to fix some of these problems. Ranging from problems you own (easy!), to fundamental, cultural challenges (hard!), she talks about strategies to figure out if the problem is actually worth the effort to solve.

I've learned that not all the problems I see are worth the energy it would take to resolve them. Today, I'm focused on small/medium problems within the department I work in, or big, hard problems that impact the entire business. The relationship between effort and payoff is always at the front of my mind.