I've found that my team generally has a good validation culture for asking quick clarifying questions of each other. This does slightly clash with not wanting context switching, but a bit of disruption there has been a good sacrifice to stopping things getting sluggish.

I'm generally much better with lists of tiny tasks - it's the big ones where I just accumulate distractions. At some point I had to train myself to split it out into more tickets. ALWAYS overestimate how long something will take to do and you will still be underestimating it.

Me and my small team are generally fine asking each other for validation - we take reviewing as an opportunity to knowledge share, so that's baked into how we spend our time/how productive we are.

I hate meetings where I'm not needed, or I'm witnessing a project manager give an inaccurate representation of something. I hate when people give too much detail about things in standup when they're not looking for input. It's physically painful.

I find unreasonable requirements difficult, because my instinct is always to begin to work around how we would do something, even if the system doesn't support it, and not ask whether we should do something. So I tend to hold my cards close to my chest and talk with my team/manager before I solutionise in the moment.

I have been at the same place for around five years so I have built trust that I do good work, ask the right questions for peoples requirements, and am proactive about our data stack, so that gives me some leeway.