SILICON VALLEY'S ENDLESS RAPES, ABUSES AND PERVERSIONS - PART TWO
By The Stanford Research Interpretive Center
A series exploring the social and cultural echo-chamber of entitlement
and take-what-you-want frat-house extremism that typifies Silicon Valley
venture capitalists and their tech CEO's.
Every few years a burst of revelation articles appear and reveal the
latest batch of sexual abuses and misogyny horrors levied upon Stanford
interns and Palo Alto young ladies by Silicon Valley "Elites". After a
week of discussion, those very same venture capitalists grind out orders
to Facebook, Google and their main stream media to shut all of the media
coverage down. The news stories disappear and the tech oligarchs can get
back to raping and pillaging.
The VC's go into recovery mode. They put pictures of their female interns
and secretaries on their "Team" page on their websites in a grid of photos
to make it look like "we hire girls too" and they make the pictures the
same size as the old Jewish bosses who run each VC firm. They pay off the
pregnant ones and send the shell-shocked ones to another city. They issue
the boiler-plate "we will try harder" BS media statement (which actually
means "we will try harder not to get caught"). They pull a few Twitter
accounts and they continue to rape, abuse and pervert.
They can afford nearly undetectable date rape drugs, skin applied topical
narcotic night club stimulants, 60 proof alcohol, pheromone and oxytocin
mood manipulation vapor sprays and "I AM RICH AND I CAN TAKE CARE OF YOU"
Aston Martins and Ferrari's. For $800.00 they can get any girl or guy in a
sexual position that they never would have gotten into if they were in a
non- compromised mental state.
They could hire a hooker but the ultimate goal of Silicon Valley
Oligarchs is to control and manipulate vulnerable people. They are not
into it for sexual pleasure. They do these twisted things in order to
raise themselves up in their own eyes. The hookers that Google executives
hire say that the executives hire them so that they can be "dismissed"
after they are used for sex. Every intern says that they felt "used". The
vulnerable female entrepreneurs that they extort sex from (with promises
of funding) say that they feel "raped". Nobody feels good after an
encounter with these men.
The men's names are famous and notorious. Their firms are Greylock,
Accel, Kleiner Perkins, Intel Ventures, Google Ventures, Firelake, Khosla,
Westley and other names that you see in the news every day. Here are some
of these stories:
Oligarch ‘Sexism Is a Hard Thing to Bring Up’ Because They Will Get
Revenge If You Do
from the front lines of the battle to lean in.
for Facebook Inc. Chief Operating Officer Sheryl Sandberg, whospoke
Businessweekabout the fifth
anniversary of her book,Lean
In, gender issues in the workplace are difficult to talk
about. With the book, Sandberg was one of the earliest to raise the
call to heed women’s voices, and to that end, she succeeded. In
2012, a year before the book’s release, a survey by the consulting
firm McKinsey & Co. found that a little more than half of all
U.S. companies considered it a priority to hire and retain women;
today that number is 90 percent. Roughly a fifth of all major
companies now teach employees about unconscious bias, or why, for
example, ambitious men are said to have “leadership skills” but
ambitious women are “bossy.”
women have stories that, like these statistics, point to incremental
change. But in the aggregate, there’s still much work to be done.
Worldwide, gender-based pay disparity has hardly budged; ditto the
amount of housework women are expected to perform, the number of U.S.
companies offering paid family leave, and the number of women CEOs in
the Fortune 500. “We had a lot of work to do then, and we have a lot of
work to do now,” Sandberg says. “Until we started talking about it, I
think people didn’t quite realize how slow the progress was.”
Gordon Murphy 32,
director of value-based medicine, Biogen Inc., Boston
junior-level consultants are very much leaning in, both men and women.
We have to course-correct because they fall on the table leaning in.
Like a 22-year-old coming in and saying, “I’m going to talk to the CEO
about my point of view,” or interrupting very senior-level people to
tell them they disagree. There’s a time and a place.
started telling people, there’s a thing called leaning in with grace. I
had a junior-level female consultant, we were in a small conference
room, and the senior-level client came in and she refused to give up her
seat. She was very much of the perspective, I’m here, I’m being heard, I
am going to lean in. But that is not appropriate. We definitely had to
course-correct. One person told me, “I read this book that says I should
sit at the table.” You’re right, that is great, I’m really glad you read
that. When you are a senior manager, that would be a time to keep your
seat. But as a brand-new hire straight out of undergrad, now is a time
of learning. When we’re in our one-on-ones and in our small core group,
interject. When we are delivering a client presentation, that is a time
to listen and learn. It used to only be men we had to do that with.
partner, Peters & Peters Solicitors LLP, London
our firm, we are very flexible in terms of our working arrangements for
women. We’re not massive, so the decision-making is far more subject to
need and what’s fair. The majority of associates are women and have had
children, and they do often come back and ask for a four-day working
week, or one day working from home.
would say that women are generally more confident than when I first
started. They still speak a slightly different language, though. Women
are less inclined to be assertive in what they’re asking for or to use
the word “I” or “my.” That’s how men express themselves and don’t think
twice about that.
vice president of marketing, Bluecore Inc., New York
read the book twice. The first time I read it, I recognized a lot of the
things she said, particularly around the part about what we can do to
advance our careers—to literally lean in. I’m a big believer in taking
on the things you can change: It’s not easy, and I find it much more
empowering. There were also parts of it where I thought, She’s in a
really good place to be able to say this. I particularly remember her
talking about being pregnant and being able to get parking changed. Not
many people at work can do that.
can’t say that I have consciously seen women [leaning in]. I can say
that I have more women asking me for raises recently, but I put some of
this as generational more than a tonal shift, if that makes sense. Men
in general are more aware of not cutting off women, and women are more
comfortable in saying, “Wait a minute, you cut me off.” And when a woman
says that, it’s acceptable, it’s not disrespectful. Especially the
younger men that I work with, they grew up expecting that.
have grown up playing sports next to men. More of them grew up thinking,
Of course it’s the same. The confidence in sitting there running a
meeting when they’re pretty junior in their career and expecting a
positive, respectful response ... one particular product manager came to
brief the executive team, and just her poise and confidence, to me that
was remarkable. I don’t know that, 20 years ago, I would’ve seen that—or
even 10 years ago in someone so young.
director of engineering, Treehouse Island Inc., Keiser, Ore.
can think of one person that I hired at a previous company, a woman, and
it was probably my first exposure to a woman negotiating a higher salary
and a change in a title—that would’ve been four years ago. It didn’t
surprise me too much that we went to the offer part of the conversation
and she was not going to settle for anything less than that. She knew
what she was worth. It was unique at that time, and I thought it was
awesome. A superimpressive candidate from start to finish.
almost feel like the women who do have the confidence level of their
skill set are more the exception than the rule. We really want to
improve the diversity of our engineering team, and I just don’t get a
whole lot of women applicants. I don’t get a lot of minority applicants,
either. I feel like Sandberg talks a little bit about impostor syndrome:
I wonder if there’s that notion of women saying, “Unless I can put a
check mark next to each of these requirements in the job description,
I’m not going to apply”? I get all types of applications from male
employees who don’t even come close to meeting the job description. It’s
probably a cultural thing.
president of the hydrocolloids business unit, Royal DSM, Shanghai
Incame out, everyone started talking about it.
There are a lot of women organizations and initiatives, but I thought,
This one is great. I have never seen something of such scale. It is not
limited to one little district, one little company. They connect people
from all places—different companies, different universities, different
cities, and different areas. I was excited but also a little skeptical
that it would be sustainable.Lean
Inhere in China is definitely beyond what I
initially imagined. I have a lot of successful women friends that see no
ceiling, no limits for themselves.
editor and project leader, Bonnier Carlsen, Stockholm
line of business is really woman-dominated—I think it’s like 80 percent
women in children’s books, maybe more. But of course, the higher
management is more male. Right now at my company, they have this
equality and diversity project that … I don’t know how it is in the
U.S., but in Sweden, the book business is really not diverse. We need to
be more equal on every level, not just gender but where you come from
and things like that. The management has started a project to make the
company more open and really look at inequalities and try to make it
think the climate is changing some, especially after the#MeToocampaign.
That was really big in Sweden—not just concerning sexual harassment, but
also encouraging women to speak up and reminding men of the injustices
that women are exposed to. At my company, we talk about that a lot. Old
structures can’t put a lid on things that need to be spoken about.
senior investigator, National Institute of Mental Health, Chevy Chase,
of all, can I make a confession? I didn’t read it. I read a lot about
it. We have a women’s group here, and we have something at the NIH
called the Women Scientist Advisors—that all started way beforeLean
In. I think there’s something about being in psychiatry and
psychology and neurology, we talk about these things a lot. I remember
one of my fellows said to me, “I’ve been advised by other mentors that I
need to act more like a man. What do you think about that?” I don’t
subscribe to that. I’m a woman, and I want to be a woman. I don’t want
to be naive about what I need to do, but I want to be part of shifting
the world a little bit.
my specific institution, one of the big changes of the last five years
has been there are many more women in high leadership positions. I think
it was a combination of an awareness that it was long overdue and there
being good candidates for those positions at those times. That has made
a big difference. You hate to generalize—I know many men who are
extremely sensitive to interpersonal processes. And again, I hang out
with a lot of psychiatrists—I don’t want to stereotype—but I think there
is a somewhat different perspective that used to be pretty absent at the
highest levels. Think about the two-body problem. It happens [with
marriages] in science a lot: You can’t just go anywhere and get a job,
so who is not going to work anymore? Of course, for decades that was the
woman. A woman in a senior leadership position has already had to deal
with the two-body problem. That changes your perspective.
co-founder and partner, Aleph, Jerusalem
Inmaking as much of an impact here. It’s
Sheryl, so anything she says is important, but no, I don’t think it has
made as much of an impact here as it did there. Israel is a different
place. Because of the military service that happens here, the home front
command is run by a lot of women. They end up in powerful
positions—we’ve had numerous women foreign ministers, et cetera. I’m not
sure the same kind of analysis really applies here as it does [in the
U.S.]. But I could biased. We all come with our biases.
be perfectly candid, I don’t think of gender as an issue. I consider
myself gender-blind—somebody is talented or they’re not talented. At
Aleph, we have an extraordinarily liberal maternity leave policy: It’s
take as much time as you want. That kind of policy attracts
supertalented women who want to be mothers and put their family in an
important spot in their life. It’s a tiny country. Whatever talent we
can find we should be supportive of.
managing director and regional vice president for South Asia and
Indochina, Western Union, Mumbai
have personally bought a couple dozen copies of that book. It’s
something that I find very, very handy, just as a reference. If there’s
a capable woman who is trying to retreat for some reason, it’s easier to
give her the book to read and have a conversation around it. They
understand it is not just happening to them, it’s happening across the
of the very first chapters is about sitting at the table. When I walk
into meetings and I find women not occupying the main space or
retreating into the background, I invite the women to sit at the table
and participate. A boost of confidence is needed. It kind of comes as a
surprise: Once you get them there, they are comfortable.
an India perspective, I don’t think you’re going to [hear women] say
“Let me finish” or “Do not interrupt me.” I think what is important is
that women, they are generally speaking up more. It’s not as if your
personality can change, but it’s a way to find the courage to speak up.
head of SAP Mission Control Center North America, SAP, Newtown Square,
more a question of the personalities. There are women and men asking
about [pay] increases, asking about career opportunities. Women and men
who are pushy. I also have situations, for example, that I was very
supportive to one or the other woman [in our German office], but then
she decided to focus more on family instead of career. If you compare
that to the situation in the U.S., it is much more common that women
have their own career. In Germany it’s more difficult because you do not
have that many day-care centers. You also have a different social
pressure. Here there’s been far more progress.
in job interviews, [men and women] ask for work-life balance. I was a
little bit—I wouldn’t say shocked, but something like that. In my time,
you would never ask that. People would think, This guy doesn’t want to
work. But then sooner or later you understand where it is coming from.
They may have seen their parents having burnout or stuff like that.
These days you get people coming into the company, they were born when I
was finished with my studies, people coming with tattoos and piercings
and all these kinds of things that would be impossible 20 years ago. You
have more diversity and more tolerance between different lifestyles.
It’s a continuous process.
senior marketing manager, University of Maryland, Baltimore County
Training Centers, Columbia, Md.
Inwhen it came out and got this vision of what
my career could be like. I’d spent five years freelancing in digital
marketing, I had two kids. But I read that and thought, O.K., I’m ready
to be the loudest, most present human at the table. I consulted a career
coach, polished my résumé and dove into finding a full-time content
strategy and marketing position. I was so ready to be that woman.
got an offer with a software developer. The first year was good, and the
second year was bad. The company went through a re-org and the culture
collapsed, and it just wasn’t a good place for me. Now I’m at University
of Maryland, Baltimore County; we run business training sessions,
cybersecurity sessions, that sort of thing. Their recruiter contacted
me, and at first I told her the pay was too low. She sent my résumé
along to the president anyway and told me to ask for what I wanted. I
was like, I see what you did there. Nice move.
have seen a full trajectory of how women operate in the workplace. We’re
all a little louder, a little less likely to apologize. We have more
agency in deciding what we want to do and how far we want to go. We talk
about it openly in meetings, casually over lunch. It’s not that the
women in my office are looking at their career prospects and thinking,
Yes! I will get to the top! It’s less of an expectation than it is a
possibility. That’s definitely new. That didn’t happen before.
associate professor of psychiatry, University of California, San
yeah, I remember when [Lean
In] came out. I loved the book—I had it underlined. What has
happened in the past five years, implicit bias against women and gender
discrimination have become a part of the common lexicon. It’s not just
about “I can go for it, I can lean in, I’m ambitious.” We have to
contort ourselves to lean over and around and bend backwards to get
where we want to be.
academia, we lose women at the assistant level. A lot of my physician
friends [with kids] got off the academic track, or they went to private
practice so they can go pick up the kids and have Fridays off. Even with
me: I’m in a leadership position, my husband is an equal partner
[raising our son]. I was asked by many senior leaders to apply for a job
running a major clinical department, but I said, I’m not going to go for
that job, because I know that job requires a lot of face time. I can’t
do that right now. It’s hard not to get annoyed at the whole thing,
frankly. It just feels like so much.
have this group of junior women [colleagues] who are asking their
leaders for more. Right now, I have to pump in a room with some of my
colleagues. We have to figure out how to get catastrophic leave for
faculty. Why isn’t there paid leave if someone is really sick in your
family? They’re asking more of those questions and recognizing they
could have a voice together.
and head of sales Asia-Pacific, World Wide Technology Inc., Singapore
organization is all about being fair and really listening to what our
employees say all the time. We really emphasize that—the constant 360
feedback is kind of the core of our DNA at WWT. We have a philosophy of,
look, I’ll always be coaching my team, but I also expect my team to
coach me, and I expect your peers to coach each other. That comes down
from our CEO. I wouldn’t say specifically we’ve changed anything, but I
do believe that women are leaning in and speaking up more. I think
that’s a great thing. It should never be any other way.
I feel like the ideal state is where diversity and inclusion aren’t
talked about anymore, and we just go about our days. Maybe I’m an
idealist. I know we’re trending in that direction. It’s been an exciting
time, as far as seeing how this shift has come about.
assistance from Suzi Ring, Olga Kharif, and Dexter Roberts