People who accurately perceive social hierarchies are also typically high performers, in part because of their high-status connections. 10'000 Hours/Getty Images

Social climbers get on people's nerves by constantly vying to be close to whoever is in charge. No wonder disparaging names for them abound: opportunists, social climbers, clout chasers. To those around them, the climbers' motives are transparent and their undignified antics laughable – until they succeed.

In a recent paper, Rice Business Professor Siyu Yu and Gavin Kilduff of the NYU Stern School of Business looked closely at social climbers' habits and their outcomes. The researchers concluded that these industrious networkers get a (partially) bad rap. In fact, the rest of us could learn from them.

To conduct their research, Yu and Kilduff launched four separate studies with a total of 1,334 people in university and corporate settings in China and the United States. Participants were asked to identify individuals in their study or workgroups who were especially "respected, admired or influential." The respondents whose choices were also deemed high-status by the rest of the group were labeled accurate perceivers of "perceived status hierarchy" (PSH). The respondents whose choices were deemed low-status by the others were labeled inaccurate perceivers of PSH.

The researchers then asked participants whom they sought out for advice and assistance. Those who previously tested accurately for PSH, they found, had more high-status contacts than those who tested poorly.

PSH accuracy was also found to be positively associated with performance, the researchers wrote. There's a logic to this. People with an accurate understanding of PSH are more likely to seek out high-status members in their social or professional group for mentorship and advice. They may also model the high-status colleagues' behavior. Through these connections, they're able to learn habits and strategies. Their alliances with high-status individuals have the power to improve their performance, gleaned from the individuals' best practices, knowledge and skillsets.

People who are less accurate status perceivers, the researchers said, typically build rapport with individuals who are lower on the totem pole. Through these lower-status members, they may learn inefficient and detrimental work habits, limiting their chances for success. To rise in any competitive hierarchy, it is imperative to identify, align and imitate high-status individuals.

But who exactly are these coveted high-status allies – and what makes them so valuable to others? Our species evolved to seek proximity and prolonged interaction with high performers, Yu and Kilduff noted. Within homogeneous units, prestigious individuals are typically more competent than lower-status group members. High-status individuals are often generous and group-motivated, so lower-status members benefit from their superior prowess.

Important as status associations are, the researchers argued, opportunities to interact with high-status individuals are involuntarily limited for people in marginalized groups. No matter how accurate a worker's PSH discernment may be, systemic forces may keep her from ever speaking – or being listened to – by someone with a high enough status to guide or advocate for her.

At the same time, research shows that diverse opinions are important for growth and decision-making. To improve efficiency and overall functioning, Yu's team argued, schools, businesses and other institutions need to create established paths for those perceived as low-status to have access to those higher in status.

One important tool, the team wrote, is the creation of well-rounded mentorship programs. Another is a process for scouring biases from selection and hiring processes.

Want to get to the top? Being nice to the receptionist and every other employee up and down the ladder makes a difference. But you'll also need to seek out colleagues with power and prestige. So the next time you see a status-chaser in action, stifle the righteous sneer. You may even decide to swallow your pride and try to curry some favor yourself.

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This article originally ran on Rice Business Wisdom and is based on research from Siyu Yu, assistant professor of management – organizational behavior at Jones Graduate School of Business, and Gavin J. Kilduff, associate professor of management and organizations at the Leonard N. Stern School of Business.

Most workers surveyed visualize their organization as either a ladder structure or a pyramid, and the quality of relationships in pyramid-structured workplaces is higher than in ladder-structured workplaces. Photo via Pexels

The way a workplace is structured can make or break business, Rice University research finds

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It's a paradox of power: research shows that hierarchies often undermine the very structures they are designed to uphold. Within organizations, conflicts between members can erode entire systems. In a groundbreaking paper, Rice Business Professor Siyu Yu shows that even visual perceptions of the hierarchy can influence its success.

In the first study of its kind, Yu joined a team of colleagues to explore how humans visualize the hierarchies to which they belong – and how that thought process influences group processes and outcomes.

The researchers found that most of the people they studied thought of hierarchies in terms of pyramids or ladders (a tiny minority visualized them as circles or squares). In a ladder hierarchy or stratified structure, each member occupies a particular rung. A pyramid hierarchy is more centralized, with one person at the top and multiple people on the lower levels. Think of corporate giant CISCO, a typical pyramid, versus a mid-size dry cleaning business, with the owner at the top and one person on each rung below, down to the entry-level cashier.

These are far more than fanciful images, the researchers argued. Psychological research has long shown that individuals think, feel and act in response to mental representations of their environment. Intuitively, the link between perception and behavior has been articulated as far back as biblical times: "As a man thinketh, so is he" – or, for that matter, she or they.

To better understand the practical effects of these visualizations, Yu's team conducted five studies with 2,951 people and 221 workplace groups. They chose from nationwide pools monitored by West and East Coast American universities. The studies took place in the United States and the Netherlands and included multiple ethnicities, men and women, and income groups ranging from college students to seasoned professionals earning upwards of $90,000 annually.

In the first study, the team asked participants to indicate the shape that best reflected how they thought about hierarchies: pyramid, ladder, circle or square. In the second study, the researchers measured social relationship quality within different groups: participants were asked to rate their answers to questions such as, "Are your needs met at work? Do you feel socially supported?" In the third study, the researchers focused on professional workgroups, measuring relationship quality, group performance and the likelihood that individuals compare themselves to others in the group.

Subjects who perceived their working group as a ladder, the researchers found, were more likely to compare their rank and station with others. Their relationships were also weaker: when asked whether they trusted their team members, most subjects disagreed or strongly disagreed. When asked whether they thought about if they were better or worse than their colleagues, they agreed and strongly agreed. These comparisons and lack of trust indirectly correlated with lower performance levels, the research showed.

Perceiving one's organization as a ladder structure, Yu's team argued, undermines group members' relationships with each other and hinders collective performance. In contrast, participants who visualized the same company as pyramids rated radically higher on all three quality measures.

Interestingly, the impact of these visualizations is similar, whether the visualizations reflect an actual company structure or simply an individual's perception of that structure. "It can be created by both perception and actual rank, for example, job titles," Yu said in an interview. "So, as a practical implication, companies should think about ways to reduce the ladder system, such as with a promotion system that seems more like a pyramid, or by creating the mutual belief that upward mobility within the company is not a ladder or zero-sum."

Managers, in other words, need to pay close attention to how subordinates see their workplace. Even if your firm is structured as a pyramid, your team members could perceive it to be a ladder – with a cut-throat climb to the top. For the sake of both work performance and quality of life, Yu said, managers, human resources directors and C-suite members should do their best to discern how their workers visualize the company – and, if the paradigm is a ladder, work hard to reduce the workplace vertigo that goes with it.

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This article originally ran on Rice Business Wisdom and is based on research from Siyu Yu, an assistant professor of management and organizational behavior at the Jones Graduate School of Business Rice University.

Research and common sense suggest that membership in a high social class improves one's sense of well being. Photo by fauxels from Pexels

Rice University researcher looks into what creates social well being

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How nice! You're early. It's just you and your mat, alone for a moment at the office's weekly Zoom yoga session. Breathing in, you silently applaud yourself for investing in your well-being.

Then a guy from upper management pops onto the screen for a bit of his own inner peace. He's not even looking your way, but suddenly you're comparing yourself to a fit, well-groomed, manicured corporate star. You wonder if you're a victim of a gender wage gap. You muse whether your social standing is undermined by race, age or your choice of partner.

Humans can't help comparing social status. What goes into the social pecking order, however, is surprisingly complex. What we call social class is actually a web of subtle signals telegraphing traits including wealth, education and occupational prestige.

But the effects of social class are concrete. Membership in a high social class alters our influence over other people, our professional and personal opportunities, even our health. Social class even affects the private, internal gauge of how we're doing – what researchers call subjective well-being, or SWB. And what you, in Zoom yoga, might call your level of chill.

But why exactly is external class ranking so potent?

For years, research and common sense suggested that external social class largely determines our subjective well-being. But the exact dynamic has never been fully analyzed. So in a recent paper, Rice Business Professor Siyu Yu and colleague Steven Blader, of NYU Stern, looked closely at how the status/well-being link functions – and why, in certain cases, it's irrelevant.

According to their findings, simply belonging to a higher social class actually has a weaker, less consistent effect on inner well-being than do two specific components of class: status and power.

To analyze the way status and power affect the impact of social class, Yu and Blader designed a set of four studies. In one, they used archival data from two employee surveys, Midlife In The United States and Midlife In Japan, to measure employee status and power and how these variables affected each individual's social class and sense of subjective well-being.

In the three others, the team analyzed the interplay of social class, power and status in various walks of life. To do this, they looked at employee data sets of 325 and 370 people respectively, drawn from Amazon's Mechanical Turk (a crowdsourced marketplace favored by researchers which performs tasks virtually). In one study, the researchers ranked each participant's self-perceived social class by asking them to state their own level of status and power. In another, they asked 250 participants questions about their individual psychological needs and how they might be addressed by status or by power. In the third, they isolated the precise ways that status and power affect subjective well-being.

Status, the researchers found, greatly boosted the effect of social class on subjective well-being. Power, they found, had separate and significant effects of its own on SBW. Of the two separate factors, status had the stronger impact. The researchers theorized that this is because power, energizing as it may be, also tends to stunt feelings of social support and relatedness, which is crucial to a sense of well-being. High status, on the other hand, is by definition a reflection of relationships, which we're hard-wired to crave. As Yu and her cowriter put it, status is "voluntarily and continuously conferred based on one's personal characteristics and behaviors and, thus, others' … highly personalized assessment of our value."

Both status and power, the evidence suggested, boost inner well-being because they fulfill key psychological needs: our desire to belong, for example, or our wish to have a say in situations affecting us.

Partly because of the study's methodology limitations, however, the researchers cautioned there's more to understand. Most pressing: in the U.S. sample, between 83%-95% of participants were white. Would the researchers' current findings hold true across a broader racial spectrum? How about with groups that have spent decades overcoming outside assaults on their sense of self?

What the team's research does show definitively is the multi-faceted nature of social class – something that otherwise might seem to be monolithic. It sheds light on the various facets that make up social rank. And it spotlights the need for research on the separate effects of power, of status, and how each element fulfills psychological needs. Isolating the effects of these factors, Yu and his colleague argued, show why researchers need to consider power and status distinctly when studying issues like income, education and occupation.

Back to Zoom yoga. Breathe out. Then do your best to just look away from your high-ranking colleague in the neighboring zoom box. You're not imagining the unease you felt when he sailed into the room. Yet who knows? Your high-flying superior worker may not actually feel as respected or empowered as you'd think when he rolls up his mat and goes back to his desktop. You, meanwhile, are equipped with new analytical insights that could help establish your next goals. Do you aspire to more power? More external esteem? Or maybe you already possess some other key to inner equilibrium – some element in apart from either status and power – that research has yet to uncover.

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This article originally ran on Rice Business Wisdom and is based on research from Siyu Yu, an assistant professor of management – organizational behavior at Jones Graduate School of Business at Rice University.

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10 promising Houston startups that made headlines in 2025

year in review

Editor's note: As we reflect on 2025, we're looking back at the stories and startups that made waves in Houston's innovation scene. These 10 startups reached memorable milestones, won prestigious awards, found creative solutions, and disrupted their industries.

Persona AI: Houston humanoid robotics startup inks new deal to deploy its rugged robots

A concept design rendering of Persona AI's humanoid robot. The company is expanding at the Ion and plans to deliver prototype humanoids by the end of 2026 for complex shipyard welding tasks. Rendering courtesy Persona AI.

Persona AI is building modularized humanoid robots that aim to deliver continuous, round-the-clock productivity and skilled labor for "dull, dirty, dangerous, and declining" jobs. The company was founded by Houston entrepreneur Nicolaus Radford, who serves as CEO, along with CTO Jerry Pratt and COO Jide Akinyode. It raised $42 million in pre-seed funding this year and is developing its prototype of a robot-welder for Hyundai's shipbuilding division, which it plans to unveil in 2026. The company won in the Deep Tech Business category at this year's Houston Innovation Awards. Continue reading.

Rheom Materials: Houston startup unveils its innovative leather alternative at the rodeo

Rheom Materials presented its bio-based alternative, Shorai, a 93 percent bio-based leather, at the rodeo and plans to scale it up this year. Photos courtesy Rheom Materials

Rheom Materials presented its scalable, bio-based alternative known as Shorai, a 93 percent bio-based leather, through two custom, western-inspired outfits that showed off cowboy flair through a sustainable lens at the Houston Livestock Show and Rodeo earlier this year.

Next up, the company said it aimed to scale production of Shorai, the Japanese word for “future,” at a competitive price point, while also reducing its carbon footprint by 80 percent when compared to synthetic leather. The company also made a large-scale production partnership with a thermoplastic extrusion and lamination company, Bixby International, this year. Continue reading.

Koda Health: Houston digital health platform Koda closes $7 million funding round

Tatiana Fofanova and Dr. Desh Mohan, founders of Koda Health, which recently closed a $7 million series A. Photo courtesy Koda Health.

Houston-based digital advance care planning company Koda Health closed an oversubscribed $7 million series A funding round this year. The round, led by Evidenced, with participation from Mudita Venture Partners, Techstars and Texas Medical Center, will allow the company to scale operations and expand engineering, clinical strategy and customer success. Koda Health, saw major growth this year by integrating its end-of-life care planning platform with Dallas-based Guidehealth in April and with Epic Systems in July. The company won the Health Tech Business category at the 2025 Houston Innovation Awards. Continue reading.

Veloci Running: Student-led startup runs away with prestigious prize at Rice competition

The H. Albert Napier Rice Launch Challenge awarded $100,000 in equity-free funding to student-led startups, including first-place finisher Veloci Running. Photo courtesy of Rice University.

Veloci Running took home the first-place prize and $50,000 at the annual Liu Idea Lab for Innovation and Entrepreneurship's H. Albert Napier Rice Launch Challenge. The company was founded by Tyler Strothman, a former track and field athlete and senior at Rice, majoring in sport management. Inspired by the foot pain he suffered due to the narrow toe boxes in his running shoes, Strothman decided to create a naturally shaped shoe designed to relieve lower leg tightness and absorb impact. Additional prize winners included SteerBio, Kinnections, Labshare and several others. Continue reading.

Square Robot Inc.: Houston robotics co. unveils new robot that can handle extreme temperatures

The new robot eliminates the need for humans to enter dangerous and toxic environments. Photo courtesy of Square Robot

Houston- and Boston-based Square Robot Inc.'s newest tank inspection robot became commercially available and certified to operate at extreme temperatures this fall. The new robot, known as the SR-3HT, can operate from 14°F to 131°F, representing a broader temperature range than previous models in the company's portfolio. According to the company, its previous temperature range reached 32°F to 104°F. The company also announced a partnership with downstream and midstream energy giant Marathon Petroleum Corp. (NYSE: MPC) last month. Continue reading.

Bot Auto: Houston autonomous trucking co. completes first test run without human intervention

Bot Auto completed its first test run without human assistance in Houston. Photo courtesy Bot Auto.

Houston-based Bot Auto, an autonomous trucking company, completed its first test run without human assistance earlier this year. Bot Auto conducted the test in Houston. The transportation-as-a-service startup added that this milestone “serves as a validation benchmark, demonstrating the maturity and safety of Bot Auto’s autonomy stack and test protocols.” This summer, founder Xiaodi Hou told the Front Lines podcast that Bot Auto had raised more than $45 million. Continue reading.

Nomad: Screen-free hiking app developed in Houston earns 'Best of the Best' award

NOMAD aims to help hikers stay in the moment while still utilizing technology. Photo courtesy UH.

An AI-powered, screen-free hiking system developed by Varshini Chouthri, a recent industrial design graduate from the University of Houston, received this year's Red Dot’s “Best of the Best” award, which recognizes the top innovative designs around the world. Known as NOMAD, the system aims to help users stay in the moment while still utilizing technology. Continue reading.

Little Place Labs, Helix Earth, Tempest Droneworx: Houston startups win big at SXSW 2025 pitch competition

Two Houston startups won the SXSW Pitch showcase in their respective categories. Photo via Getty Images

Houston had a strong showing at the SXSW Pitch showcase in Austin this year, with several local startups claiming top prizes in their respective categories.

Little Place Labs, a Houston space data startup, won the Security, GovTech & Space competition. Clean-tech company Helix Earth, which spun out of Rice University and was incubated at Greentown Labs, won in the Smart Cities, Transportation & Sustainability contest. Tempest Droneworx, a Houston-based company that provides real-time intelligence collected through drones, robots and sensors, won the Best Speed Pitch award. Continue reading.

6 Houstonians named to prestigious national group of inventors

top honor

Six Houston scientists and innovation leaders have been named to the National Academy of Inventors’ newest class of fellows. The award is the highest professional distinction awarded to academic inventors by the NAI.

The 2025 class is made up of 169 fellows who hold more than 5,300 U.S. patents, according to the organization. The group hails from 127 institutions across 40 U.S. states.

The Houston-based inventors are leading fields from AI to chemistry to cancer research.

“NAI Fellows are a driving force within the innovation ecosystem, and their contributions across scientific disciplines are shaping the future of our world,” Paul R. Sanberg, president of the National Academy of Inventors, said in a news release. “We are thrilled to welcome this year’s class of Fellows to the Academy. They are truly an impressive cohort, and we look forward to honoring them at our 15th Annual Conference in Los Angeles next year.”

The 2025 list of Houston-based fellows includes:

  • Vineet Gupta, Vice President for Innovation, Technology Development and Transfer at the University of Texas Medical Branch
  • Eva Harth, chemistry professor at the University of Houston
  • Dr. Raghu Kalluri, Professor and Chairman of the Department of Cancer Biology at The University of Texas MD Anderson Cancer Center
  • Sanjoy Paul, Executive Director of Rice Nexus and AI Houston and Associate Vice President for Technology Development at Rice University
  • Dr. Jochen Reiser, President of the University of Texas Medical Branch and CEO of UTMB Health System
  • Todd Rosengart, Professor and Chair of the Department of Surgery at Baylor College of Medicine

"It is a great honor to be named a Fellow of the NAI. It is deeply gratifying to know that the work my students and I do — the daily push, often in small steps — is seen and recognized," Harth added in a news release from UH.

The 2025 fellows will be honored and presented with their medals by a senior official of the United States Patent and Trademark Office at the NAI Annual Conference this summer in Los Angeles.