For this week’s mini-Project, we asked for pictures of office pets, and holy smokes, you all delivered. We got pictures from a host of freelancers, our local NPR station, and friends at Etsy, RentJuice, and Big Spaceship.
Included in this slideshow are roughly 20 office pet photos. We couldn’t include them all (fingers about to fall off—we got lots of submissions), so we tried to choose images that were clearly from an office. We also privileged pictures of dogs (and other animals, but they’re mostly dogs) that were especially cute, or amusing, or, in the case of Phyllis, just perfectly ridiculous. But they’re all very good dogs. Yes they are!
For many people, it’s easy to overlook progress because it often lacks clear milestones. There can be increased anxiety and stress from feeling like they’re still catching up or even falling farther behind.
In a recent Instagram post, licensed therapist Jeffrey Meltzer points out six signs that people are doing better than they think. He breaks down a pattern of achievements that tend to be easily missed. How individuals interpret their past, how they presently handle their relationships, and even asking simple questions, reveal a very different story about where they’re at in their lives and where they’re going.
Meltzer begins, “You’ve survived everything that once felt unsurvivable. Every hard season, every moment you thought you wouldn’t get through. You did. That is no small feat. Your brain forgets those victories the moment they pass, but they still count.”
Learning how to cope with life isn’t just about “toughness.” Resilience is a measurable, multi-layered process tied to effective coping strategies. A 2025 study in Psychology Today points out that rising above adversity isn’t the simple solution. Having support systems that function well enough means you don’t have to.
Becoming what we desperately want
“You’ve changed in ways you once desperately wanted. Think back to who you were three or five years ago. Some of the growth you desperately wanted back then, you’re living it now.”Meltzer adds, “However, your brain likes to move the goal post without telling you.”
People constantly face an adjustment to satisfaction because expectations rise over time. A 2024 study in Springer Nature Link explored the hedonic treadmill. Even after massive achievements, the boost of happiness doesn’t last as long as people expect.
“You know what you don’t want.” Meltzer continues, “That might sound like a consolation prize, but it’s actually hard-earned clarity. A lot of people waste years chasing the wrong things. But knowing what drains you, what doesn’t serve you, what you won’t settle for anymore, that’s actual progress.”
Psychology emphasizes that self-awareness leads to better behavior and stronger emotional regulation. A 2023 review in the Annual Review of Organizational Psychology and Organizational Behavior found that this process brings a clearer sense of who we are and who we are becoming.
An easy relationship to navigate
“You have at least one relationship that feels easy. You’re at least one person that doesn’t require a performance from you. Someone who you can be a little bit of a mess around. You don’t need to be perfect around them, and it feels easy.” Meltzer explains the value, saying, “That kind of connection is rarer than people like to admit.”
Strong interpersonal relationships are key predictors of mental health and well-being. A 2024 study in the National Library of Medicine found that secure attachment helps people experience fewer of the symptoms associated with anxiety and depression. Even one stable, supportive relationship is linked to long-term well-being.
“You’ve learned something in the last year.” Meltzer explains, “Whether it’s a skill, a perspective, a hard lesson, all of it counts. Remember, a brain that’s still learning is a brain that’s still growing.”
The human brain remains capable of learning and adapting throughout a person’s life. A 2025 studypublished in MDPI found that brain neuroplasticity allows traits such as emotional regulation and awareness to be reorganized and improved over time.
Asking better questions
Lastly, Meltzer offers, “You’re asking the right questions. The fact that you’re reflecting and trying to see your life more clearly, that’s a sign of someone who hasn’t given up.”
Believing that change is possible shapes emotional recovery and motivation. A 2025 study in Springer Nature Link showed that a growth mindset leads to better psychological outcomes and improves a person’s ability to adapt to new situations.
A woman enjoys the sunlight on her face. Photo credit Canva
People are doing better than they think
These six signs shared by Meltzer helped viewers understand that they’re doing better than they think. As people flooded the comment section, some seemed to struggle with #4, having that one reliable friend. Still, most were just appreciative.
“This made me feel so much better”
“i don’t have number 4 unless my dog counts”
“all I need now is the 4th one, I’m working towards it by socializing more it’s challenging but I’m learning”
“I’m winning despite feeling defeated”
“I needed this right now.”
“Does Mom count for #4?”
“I’ll give myself credit, it been rough recently, 5 out of 6 is better than I expected”
“This made me remember how far I have become even tho I still work on things, it’s so good to get these reminders this genuinely made my day”
Meltzer tries to help people reframe their perspectives. Often, things look like they’re “not enough” even though the actual evidence suggests otherwise. Psychology reveals growth is incremental and easy to miss. The fact that a person wants to do better is the clearest sign that personal growth is already underway.
Having your ideas stolen or not getting proper credit for your work brings on a terrible and sadly common feeling. It puts you in an awkward spot because you deserve the recognition or reward, but don’t want to come off as weak, defensive, or needy when trying to correct and reclaim what was yours. It’s frustrating. Fortunately, a former lawyer and career expert has a great solution.
On social media, former attorney and business professional Dr. Shadé Zahrai shared a way to reclaim your idea with poise. It’s a great option for those times when you share an idea with a group that gets mostly ignored…until someone else gets the credit for repeating it.
First, she recommends “building forward” in the conversation. This means you continue going with the flow of the conversation, building onto it and transitioning while re-anchoring the idea to you without sounding territorial.
Next, Zahrai recommends becoming curious. Simply asking the person who took your idea where they came up with it allows them the opportunity to naturally return credit to you without being confrontational. It also provides space for them to add input or ideas onto your own. As a bonus, asking these types of questions can help others who have been overshadowed reclaim credit.
Examples of how it can work for you
Let’s say that colleague or friend, whether intentionally or not, repeated your idea. Let’s call that person “Hank.” Examples of Zahrai’s technique could look something like:
– “Hank, it’s great to see we’re aligned with what I shared earlier. Maybe in addition we could…”
– “You know, Hank, that’s what I brought up before and I’m glad we’re thinking alike. How about this…”
– “That’s like I was saying earlier, Hank, what drew you to the same conclusion? Perhaps we can..”
– “Great suggestion, Hank! That’s what I was saying before. Where did you come around to that idea? Maybe a way to extend that is…”
– “Thank you, Hank, this is what I was talking about last week. Since you’re down for that, maybe we should..”
– “Good thought, Hank. It sounds like what Lilith was talking about earlier. We could add to her idea by…”
It’s a good method to get the credit you deserve without causing conflict. After all, the “Hank” in your situation could have accidentally taken your idea or unintentionally left you out. Plus, the focus on the conversation is now on your idea rather than you having the idea.
Replying to @Kristel Parsons you absolutely do not call it out now or later. You take note of it and use it as information to guide your steps and what you want out of a career #careeradvice#softskills
It’s also important to take a step back to see if your idea is actually stolen. For example, if your boss is taking credit for an idea you had, it may be smarter to let it go, especially if the idea was formed during a think-tank session at work. There may also be a clause in your job contract stating that any idea made at work is the company’s anyway, so you wouldn’t be credited in the first place.
That said, there are ways to make your mark on your idea and possibly avoid the awkward credit conversation entirely. If you had the idea before a meeting or any form of public announcement, document it in some way via an email, written presentation, or other work with your name on it. Another way is to lead with your idea in conversation, and follow it up with execution methods that include your colleagues or friends.
This means an idea like “Let’s order pizza from Franco’s” could be “Here’s my idea. Let’s order pizza from Franco’s. I have a coupon we can use, it’s near Aaron’s apartment, and it has gluten-free options for Linda.” The more specific and detailed the idea, the more likely others will remember that the idea was yours.
A good idea is a good idea, and acknowledging your involvement matters.
Do women board members make a company more innovative or risk averse? The answer is both, according to our recent study. It all depends on how the company performs relative to its goals.
Professors Małgorzata Smulowitz, Didier Cossin and I examined 524 S&P 1500 companies from 1999 to 2016, measuring innovation through patent activity. Patents reflect both creative output and risk-taking. They require significant investment in novel ideas that might fail, disclosure of proprietary information and substantial legal costs. In short, patents represent genuine bets on the future.
Our findings revealed a striking pattern. When companies performed poorly in relation to their goals, they produced fewer patents after more women joined their boards.
However, companies exceeding their performance targets saw increased patent output as their number of women directors grew. Similarly, when companies were financially flush, there were more patents generated when their boards had more women.
The situation changed when we examined radical innovations, those patents in the top 10% of citations. For these high-risk, high-reward innovations, the risk-averse effect of women board members dominated.
When a company’s performance fell below aspirations, there were fewer radical innovations as its board gained female members. We found no corresponding increase in radical innovations when performance exceeded goals.
One finding surprised us. We predicted that boards with more women would reduce innovation when companies approached bankruptcy. Instead, it was the opposite: Boards with more women actually increased patent output as bankruptcy loomed. This suggests that women directors may fight harder for a company’s survival through innovation when facing existential threats.
For companies and regulators pushing for greater board gender diversity, this research provides practical guidance. Companies performing well can expect increased innovation by adding women to their boards. These directors can bring diverse perspectives, improved decision-making and better resource allocation that translate into more patents.
Conversely, poorly performing companies can expect boards with more women to focus on stability over risky innovation. This isn’t necessarily negative.
Research shows that banks led by women were less likely to fail during the financial crisis, and companies with more women directors experience less financial distress. Reduced innovation during tough times may reflect prudent risk management rather than risk aversion.
Traditional theories predict that poor performance triggers risky searches for solutions. But boards with more women appear to prioritize organizational survival over uncertain innovation when performance suffers. They may assess that failed innovation attempts could worsen an already precarious situation.
This research also speaks to the “glass cliff” phenomenon, where women often join boards during crisis periods. Our findings suggest these directors may bring exactly what struggling companies need: careful risk assessment and focus on survival rather than potentially wasteful innovation spending.
What still isn’t known
We measured innovation through patents, but many innovations never become patents. How women directors affect other forms of innovation – such as copyrights, trade secrets and first-mover advantage – remains unclear.
What are the mechanisms driving the differences? Do women directors actively advocate for different innovation strategies? Do they change board discussion dynamics? Do they influence CEO and management team decisions indirectly? Future research needs to open the “black box” of boardroom decision-making.
Finally, the long-term consequences need examination. We measured patent output, but not whether the patents translated into commercial success or competitive advantage. Understanding whether the innovation patterns we documented ultimately benefit company performance would provide crucial insights for decision-makers.
