SWEs are all types of people, but one characteristic that tends to benefit us is a capacity to think about problems. With it comes the burden of overthinking problems. This can spill into overthinking our own personal relationships with the job we have, and even become a source of anxiety.
We're not being paid to be anxious at work, but I personally feel that accepting that this is common is a reasonable basis for having relationships with team members and trying to find a productive manner in which to solve problems together.
One aspect of working on a team with many brilliant, anxious people is that we can become hyper-competitive about the small technical areas we have been a reputation of success around. We start to defend our areas with an overabundance of technical details - a firewall of jargon that can keep others healthily out of our spaces.
Pulling others IN to these spaces is still a traversal of that firewall; there's no playbook for getting the anxious to be less anxious, but I find that treating SWEs as people, and not engineers, has helped me build stronger relationships and earn a little trust. Trust that I spend on helping me get my work done. And hopefully, theirs, too.
One particularly divisive technique I continue to tinker with, is the "zoom out", or the "level set". When I have to broach a new topic, or body of work, with my fellow SWEs, I find it useful to address what the problem is as though we don't even work at the company solving it. This divides everyone into two camps: those annoyed by hearing the obvious, but then those who, in good faith, have no idea how to get involved with the work but would otherwise like to.
I try not to dwell too long during a "level set" because if it's not becoming obvious how to contribute with a little back story, then perhaps the fit isn't very good anyways and I let people scatter. And, to my own point of mental health, I have stopped insisting that anyone can do anything if they put their minds to it.
No one else communicates the way that I do. It's absurd to expect them to. So, to borrow from Postel's Law, I put far more effort into trying to understand how my coworkers perceive the requirements, than I do telling them what the requirements are to me. The time 'wasted' on this extra preparation has time and again saved me from countless hours of meaningless effort. I have saved entire quarters of the year by asking a few extra questions that were not obvious, by not needing to embark at all. Listening, it can be far more productive than speaking.