Introduction
Summary of the book Reset by Ellen Pao. Before moving forward, let’s briefly explore the core idea of the book. Step into a world where quiet sidelining and subtle nods of exclusion can shape entire careers. Meet Ellen Pao, who faced layers of discrimination so silently woven into corporate culture that most never dared to question them. Here, we journey beyond one woman’s fight against a powerful venture capital firm to unmask patterns that lock doors and stifle voices. We’ll explore private dinners where men bond over opportunities unseen by outsiders, and digital platforms where harassment thrives unchecked. Yet we’ll also witness resilience, as determined individuals rally, connect, and inspire sweeping changes. This isn’t simply about office etiquette—it’s about redefining success, demanding fairness, and sparking a collective awakening. Read on, and discover how one struggle kindled a movement to reset the rules, uplift unheard perspectives, and guide leaders toward building more inclusive, innovative futures.
Chapter 1: How Early Ambitions Meet a Hidden Web of Workplace Discrimination and Bias .
Imagine walking into a grand office building feeling confident that your years of hard work, studying, and sacrifice have finally paid off. You have the right degree from a top-tier school, polished manners, and fresh dreams ready to bloom. This was the mindset Ellen Pao carried with her when she stepped out of Harvard Law School and into what she believed would be the bright, welcoming world of professional success. She expected to find a fair system where skill and dedication paved the way. Instead, what she encountered was a deeply ingrained pattern that silently sidelined women and people of color. These patterns weren’t always obvious—sometimes they were so subtle that even the affected individuals didn’t fully realize what was happening. Still, bit by bit, small, offhand remarks and casual oversights chipped away at dreams, sowing seeds of doubt and frustration.
In the mid-1990s, when Pao began working as a young corporate lawyer at a prestigious New York law firm, she noticed unsettling situations unfolding around her. One colleague, a Black female attorney dressed in the same professional suits as everyone else, was constantly mistaken for an assistant or a lower-ranking employee. No one openly said she didn’t belong at the lawyer’s table, yet their actions conveyed just that. Even worse, her legitimate privileges, such as using a company car like any other lawyer, were frequently questioned. At the time, this co-worker did not protest. She believed speaking up might only stir trouble and mark her as overly sensitive. In staying silent, she tried to fit in, hoping the pattern might fade. Instead, the persistent mislabeling drained her spirits, eventually pushing her away from the career she had once cherished.
These were not isolated incidents. Discrimination had woven itself into the workplace’s routine practices and casual habits. It was like an unspoken club rule: certain people got to be on the inside, privy to networking dinners and shared jokes with the boss, while others were quietly left out. Pao witnessed male coworkers invited to exclusive after-hours events—dinners followed by visits to strip clubs—where they built personal rapport with superiors. These small gatherings were more than just nights out; they were opportunities to gain mentorship, inside knowledge, and future support. Women were often openly excluded or given conditional invitations that reinforced their outsider status. If a woman attended a hockey game with senior partners, she might be told to sit far away, missing out on the casual yet career-boosting chit-chat that influenced real power dynamics.
This uneven playing field meant women had to work twice as hard for half the recognition. Doors to influential conversations seemed forever half-closed. Day after day, ambitious and capable women found themselves standing outside, trying to peer in. Over time, these small, repeated slights—being mistaken for an assistant, forced to fight for simple company privileges, or left out of critical gatherings—combined to form a heavy, demoralizing weight. This wasn’t about one big injustice but a constant, grinding pattern that made women feel as if they were always catching up, forever forced to prove they belonged. For Ellen Pao, these early experiences were like a dim alarm bell, signaling that something in the professional world was deeply off. She would soon discover this problem wasn’t limited to her law firm; it stretched into broader corners of the corporate landscape.
Chapter 2: Unmasking the Venture Capital World’s Exclusive Circles That Quietly Resist Women’s Voices .
After her time in law, Ellen Pao earned an MBA at Harvard Business School, believing that additional skills and credentials might grant her equal footing. In 2005, she joined Kleiner Perkins Caufield & Byers, an influential venture capital firm in Silicon Valley. Venture capital, or VC, is an arena where investors pour money into promising startups, hoping to birth the next big tech success. The field thrives on bold ideas, high stakes, and influential networks. Yet beneath the glossy surface of innovation lay a barrier built by predominantly male gatekeepers. This realm was mostly white, male, and steeped in a boys’ club atmosphere. While men who showed confidence and creativity were seen as visionary risk-takers, women who dared to do the same often found themselves dismissed or ignored, their instincts unvalued until a man echoed them.
On a business trip to New York, Pao sat at a table with four white male colleagues and a successful tech CEO-investor named Ted. It should have been a professional meeting where fresh ideas and strategies were welcomed. Instead, the atmosphere crackled with exclusionary undercurrents. Ted expressed interest in adding a female member to his all-male board. When Pao suggested Marissa Mayer, a then-prominent figure at Google, Ted waved it off, calling her controversial. The other men, more interested in superficial attributes, joked about inviting her just because she was hot. Soon, the conversation derailed into the realm of sexualized banter. The men even bragged about encounters with adult film stars and discussed their preferences in sex workers. Pao, sitting there, felt her professional insights drowned out by casual objectification and crude locker-room talk.
As the plane landed at Teterboro Airport, Pao realized just how unwelcome she was. The men arranged an outing later that evening, pointedly excluding her from their plans. These private gatherings formed hidden circles of trust, where tips on promising deals and career-advancing insights were freely exchanged—just never in the presence of outsiders like Pao. Back at Kleiner, it was clear that women’s attempts to show vision or assertiveness did not receive the same enthusiastic response as when men displayed similar traits. For instance, in the early days of Twitter, Pao recognized its potential global reach. She proposed investing in it, highlighting its future promise. Her suggestion went nowhere until years later, when a male junior partner pitched the same idea. Only then did Kleiner jump aboard, celebrating that man’s genius and ignoring Pao’s original foresight.
This pattern was a subtle form of sabotage. Women were encouraged to be proactive and forward-thinking, yet when they tried, their contributions were lost in a haze of indifference. Imagine shouting a valuable idea in a crowded room, only for everyone to pretend they hadn’t heard it—until someone else, more fitting the club’s mold, repeated the same words. The venture capital world’s corridors echoed with male voices amplifying one another, celebrating their risk-takers and dismissing women as too emotional or not tough enough. The cost was more than missed opportunities; it drained women’s confidence and made them cautious about voicing opinions. Pao experienced these double standards firsthand, watching her ideas vanish into thin air, later re-emerge as another man’s stroke of brilliance. It was a quiet form of erasure, one that would take more than patience to confront.
Chapter 3: Challenging the Illusion of Promotion When Voices Still Go Unheard and Undervalued .
Despite these obstacles, Ellen Pao initially held onto hope. She enjoyed analyzing startup pitches and exploring market possibilities, so she stayed at Kleiner, striving to prove herself on the inside. In 2007, she was promoted to junior partner—a development that should have signaled respect and inclusion. Yet the new title didn’t magically open the firm’s inner doors. Even after this advancement, colleagues brushed off her ideas and disregarded her input. The same subtle dismissals continued. One incident perfectly illustrated the undertow of disrespect: during preparations for a pitch involving an Indian classifieds startup, a colleague suggested Pao perform a silly search for turbans. When Pao refused, disgusted by the cultural insensitivity, she was labeled humorless and overly serious, rather than appreciated for preventing the firm from embarrassing itself and insulting potential partners.
When Pao reported this behavior to a managing partner, he shrugged it off, acting as if she were making mountains out of molehills. Later, at a fundraising meeting, this same partner tried to repeat the offensive joke—only to immediately apologize upon noticing an Indian woman investor in the room. This reaction revealed something important: discrimination was acceptable behind closed doors, provided it was never caught by someone whose investment or opinion mattered. The surface-level apologies did not address the deeper problem. Beneath the polished veneer of quarterly reports and venture deals, old attitudes festered. The firm’s promises of openness and meritocracy seemed hollow. To women like Pao, it was clear that a promotion was just a label if her ideas could still be overridden by casual bias and unwelcome innuendo.
In this environment, personal boundaries were often overlooked. Pao experienced this when dealing with a colleague named Ajit. He singled her out with personal interest, telling her he had separated from his wife, and suggesting they could form a romantic pairing. Conflicted, Pao tried dating him briefly, trusting his words and believing for a moment that finding a common ground within the firm might help her understand how to navigate the internal networks. Yet this relationship was based on a lie: Ajit was not separated from his wife. When Pao discovered the truth, she ended the romance immediately. But walking away didn’t solve the problem. Back in the office’s daily grind, Ajit’s mood turned malicious. He withheld important information from Pao, excluded her from critical discussions, and sabotaged her projects.
Pao knew this was no misunderstanding. It was deliberate retaliation—he had transformed from a supportive colleague to an adversary blocking her way. She sought help, complaining to Ray Lane, a managing partner. But Lane defended Ajit. After all, Ajit had bonded with Lane over exclusive dinners and private gatherings—spaces where camaraderie and trust formed beyond official office hours. In that closed circle, women’s complaints were seen as annoying disruptions rather than warnings about systemic failings. Slowly, Pao realized that even with a promotion, she wasn’t seen as equal. Her insights could be ignored, her complaints minimized, and her professional growth deliberately derailed by a peer who once pretended to guide her. Promotion, as it turned out, was no real ladder of success if the rungs were still being pulled out from under her.
Chapter 4: Wrestling with Workplace Harassment and Struggling to Make the Powers That Be Care .
When Pao tried to formally address harassment, she discovered how tightly knit the old boys’ network truly was. Ajit’s rise to senior partner gave him significant influence. He could downplay her contributions in reviews, quietly steering decision-makers against her. Pao didn’t just let this slide—she filed verbal and written complaints, hoping that a structured approach might alert HR to wrongdoing. But the HR consultant suggested she stop raising issues, implying her protests were more trouble than they were worth. Pao needed allies. She turned to another junior partner, Trey Vassallo, hoping solidarity with a fellow woman might strengthen her case. To her shock, Trey admitted she, too, had faced sexual harassment from Ajit. On a supposed business trip, Ajit had shown up at Trey’s hotel room in a bathrobe, pushing unwanted advances.
This revelation gave Pao more than her own testimony; it gave her confirmation that a pattern existed. Armed with these facts, Pao confronted the managing partners again. This time, Ajit eventually left Kleiner, but not without dragging out negotiations for his severance, signaling that his departure was handled delicately. Even then, Pao’s battle was far from over. Removing one problematic individual did not magically fix a culture that tolerated such behavior. The firm’s partners did not suddenly become more open, understanding, or eager to address the sexism lurking within the corridors. They took no swift steps to implement anti-harassment training or ensure their hiring and promotion processes were fair and transparent. To Pao, it felt as if the firm’s leaders hoped Ajit’s exit would quiet the complaints rather than inspire real change.
Unsatisfied, Pao took a momentous step: she contacted the California Department of Fair Employment and Housing. She filed a lawsuit accusing Kleiner of failing to investigate properly, ignoring discrimination, and rewarding a culture where some people had easy access to power while others were left scrambling outside closed doors. Her lawyer advised her to stay at Kleiner for the duration, as being a current employee would lend credibility to her claims. Pao tried, but the atmosphere was now suffocating. She felt constant scrutiny, as if every move was watched with suspicion. Her presence became a reminder that not everyone was willing to accept the status quo. Eventually, the strain became too great, and Kleiner fired her, citing poor performance. To Pao, it felt like they were punishing her for speaking up.
This firing didn’t just mark the end of her role at Kleiner; it also symbolized the resistance to changing the established order. It showed how deeply certain workplaces would dig in their heels to preserve old patterns. Instead of embracing diversity as a strength, Kleiner’s upper ranks seemed determined to protect their long-standing ways. Nevertheless, Pao refused to quietly fade away. Her lawsuit now stood as a formal challenge that would force Kleiner’s leaders to publicly defend their practices. This was more than one woman’s complaint; it had the potential to shine a bright light on the ingrained discrimination women faced daily. It would also set the stage for a public conversation about fairness, power, and responsibility—one that would extend beyond Kleiner’s offices and into the global tech community’s conscience.
Chapter 5: Stepping into the Spotlight as Reddit’s CEO While Battling Public Shaming and Online Toxins .
While the legal storm brewed, Pao took on a new role that would thrust her into another challenging environment: the online world. She became CEO of Reddit, a platform renowned for its vibrant, diverse, and sometimes unruly communities. In theory, Reddit could serve as a democratic stage for voices from all walks of life. In practice, some corners of the platform revealed humanity’s darker impulses—cruelty, harassment, and targeted abuse. The timing was intense. Pao’s lawsuit against Kleiner was unfolding, and Kleiner’s defense team tried to shame and discredit her by digging up personal information, including therapy sessions and conversations with her husband. But if offline discrimination was subtle, online harassment could be vicious and unfiltered. It tested Pao’s resolve to confront harmful cultures, both in Silicon Valley boardrooms and digital spaces.
On Reddit, Pao encountered a brutal truth: the web could become a weapon in the hands of those eager to humiliate, threaten, and silence others. Consider the case of Zoe Quinn, a game developer who found herself at the center of a hate campaign after her ex-boyfriend publicly accused her of infidelity. Supporters of his twisted vendetta leaked her personal details, hacked her accounts, sent death threats, and created horrifying images depicting violence against her. Such harassment was shockingly easy to spread online, crossing platforms like 4chan, 8chan, and Reddit. The Internet, which promised freedom of expression and global connection, also allowed hateful mobs to gather and strike unseen. As CEO, Pao decided it was not enough to stand by. She had to set new rules, banning revenge porn and unauthorized intimate images.
These changes were controversial but necessary. By taking a stand, Pao signaled that Reddit’s communities would not be safe havens for tormentors. Other major internet companies began following suit, inspired by Reddit’s stance. Facebook and others started introducing stricter guidelines on revenge porn and harassment. Pao’s moves were not just administrative changes; they were moral declarations that technology platforms have a responsibility to protect users from vicious attacks. Yet, at the same time, Pao herself faced waves of online backlash. Trolls attacked her decisions, personal background, and even her lawsuit against Kleiner. But Pao was learning to stare down these challenges, guided by the belief that pushing for fairness meant facing uncomfortable truths, whether in the conference room or behind a screen. This difficult moment bolstered her resolve to fight for meaningful change.
During this period, Pao sought guidance from people who had also confronted toxicity, both offline and online. She connected with investor Susan Wu, who had become an activist after hearing about a brutal sexual assault case at Stanford University. Wu started a social media hashtag encouraging survivors to share their stories, challenging them to break the silence around sexual violence. This act of digital empowerment inspired Pao, reminding her that online spaces could uplift voices as well as tear them down. As media outlets picked up on Pao’s legal battle and her moves at Reddit, more women reached out to her. Their stories, filled with pain and perseverance, were a powerful reminder that discrimination and harassment were not isolated. They formed part of a widespread pattern, one that many now felt more determined than ever to confront.
Chapter 6: The Verdict That Shook a Movement and Illuminated a Need for Collective Courage .
While Pao managed Reddit’s challenges, her lawsuit against Kleiner Perkins marched toward a public trial. Armed with documents, emails, and personal testimonies, both sides readied to present their truth. Pao had been sure that her evidence of systematic exclusion and harassment would convince a jury. However, Kleiner had vast resources. Their legal team dissected every detail, painting Pao as an underperformer who blamed others for her struggles. This trial was about more than just one woman’s career. It tested whether the business world was ready to acknowledge its ingrained prejudices. On 27 March 2015, the verdict landed heavily: Pao lost her case. Despite the disappointment, something remarkable had happened. Throughout the trial, observers around the world had followed closely, and many women saw in Pao’s struggle reflections of their own silent battles.
Losing the case felt like a blow. How could a system fail to recognize the subtle ways bigotry stifled women’s careers? Yet, as Pao left the courtroom, she discovered she wasn’t leaving empty-handed. Her inbox was full of supportive messages from women who felt validated and encouraged by her stand. They called it the Pao Effect: a wave of women speaking up about experiences they had long kept hidden. Journalists, professionals, and academics began discussing workplace discrimination more openly. The public’s attention shifted. Suddenly, it wasn’t just Pao’s problem; it was everyone’s problem. Her courage ignited discussions that would not fade quietly. The old status quo had been shaken, and even though the legal system had not affirmed her claims, many now understood that change was urgently needed.
While the official verdict didn’t punish Kleiner, it spurred a cultural shift. Women realized they weren’t alone in feeling marginalized. They saw that someone had dared to challenge entrenched norms. The response from supporters and strangers worldwide was overwhelming. Pao’s LinkedIn exploded with messages of solidarity from professionals of all backgrounds. Pao may not have won money or a formal acknowledgment of wrongdoing, but her story had broken open a long-ignored conversation. Even men in the industry began rethinking their office cultures, wondering if they had overlooked silent barriers or dismissed women’s contributions. By taking Kleiner to court, Pao forced people to look critically at themselves and their organizations. Although the legal route didn’t grant her victory, it served as a powerful spotlight, revealing just how much work lay ahead.
In that moment of defeat, Pao recognized that true victories aren’t always measured by courtroom outcomes. The chorus of voices supporting her efforts urged her to keep pushing forward. She was free now to shape the future in a way a courtroom never could. There were other ways to cultivate fairness and inclusion—ways that involved building coalitions, sharing knowledge, and guiding leaders toward better practices. Her story had sparked dialogue not just in tech, but in many industries facing similar issues. The support that poured in after her loss suggested that people were willing to stand behind a vision of a world that honored everyone’s contributions. The journey wasn’t over; it had only reached a turning point. Pao would soon leverage that momentum to create something larger than one lawsuit could ever accomplish.
Chapter 7: From Courtrooms to Boardrooms—Galvanizing New Alliances to Drive Systemic Change .
Empowered by the heartfelt responses from women—and men—Ellen Pao set her sights on transforming her painful experience into a rallying cry for reform. She realized that changing hearts and minds in the long term required a structured effort. With a handful of women already in leadership roles across Silicon Valley, she had the ingredients for a powerful collective. She reached out to people who shared her vision of a more inclusive and respectful workplace. Together, they were determined to fight discrimination from the inside, helping companies realize that diversity and fairness weren’t liabilities, but strengths. By pooling their expertise, they could provide guidance to leaders who genuinely wanted to improve workplace culture. Pao wanted to move beyond individual battles and create a toolkit for CEOs eager to embrace meaningful change.
This idea grew into Project Include, a non-profit initiative dedicated to helping tech companies—and eventually companies across various industries—build inclusive environments. The approach was practical: don’t just tell companies to be better, show them how. Project Include created detailed frameworks and concrete recommendations on hiring practices, performance evaluations, promotions, and more. They believed that fair treatment starts at the foundation—companies must treat inclusion as core to their mission, not just a public relations gesture. By fostering openness, they aimed to ensure that every voice, regardless of gender, race, age, or background, would have a fair chance to be heard. Companies were encouraged to examine their data closely, identify where inequalities lurked, and measure progress over time. The idea was that accountability, transparency, and education could gradually dismantle old, harmful habits.
The founders of Project Include included formidable women who had confronted similar hurdles. Engineers like Tracy Chou of Pinterest, who openly discussed data showing how few women were in technical roles, brought firsthand technical industry insight. Activists and diversity champions like Erica Joy Baker offered perspectives on how to foster psychological safety so employees could voice concerns without fear of retaliation. Collectively, they understood that delivering well-structured advice to CEOs and investors was just the beginning. To truly reset the culture, companies needed consistent efforts: training sessions that tackled unconscious bias, mentorship programs that lifted underrepresented employees, and performance reviews that rewarded teamwork as much as individual brilliance. They believed that inclusion could not be just another checkbox item; it had to become part of a company’s identity.
This wave of new thinking resonated widely. Suddenly, Pao was no longer just the woman who sued a venture capital giant and lost. She was recognized as a catalyst who inspired others to rethink workplace values and norms. As Project Include’s message spread, more companies started to understand that inclusivity wasn’t an optional extra—it was a key ingredient for innovation and growth. Organizations began seeking guidance, eager to avoid public scandals and internal divides. Women found courage in the collective effort, while men realized they could be part of the solution rather than bystanders. Over time, Project Include won recognition and awards, reinforcing its credibility. By translating pain and struggle into a structured solution, Pao and her allies offered a beacon of hope. They were proving that real change is possible when people come together with purpose.
Chapter 8: Nurturing Lasting Innovation by Embracing Every Voice and Leveling Every Playing Field .
In an industry that thrives on disruption and innovation, Ellen Pao and her allies introduced a new kind of transformative thinking: if you want better products and bigger breakthroughs, you must tap into the full spectrum of human talent. Discrimination acts like a filter, trapping ideas from people who don’t fit the traditional mold. Women, people of color, older employees, LGBTQ individuals, and people with disabilities all have unique insights. When these voices are silenced, a company misses out on creativity and problem-solving potential. By acknowledging this, Pao inspired leaders to question the old ways of doing business. Just as cutting-edge technology demands fresh approaches, fostering diversity and inclusion calls for rethinking power structures. It’s not just about morality; it’s about ensuring the smartest minds, regardless of who they are, can help drive true progress.
Project Include didn’t just hand out rulebooks. It encouraged companies to own their journey toward fairness. Leaders were asked to identify gaps in their current systems, whether in recruitment channels, mentorship programs, or performance metrics. They learned that relying on vague promises was insufficient. Instead, they needed clear, measurable goals. For example, a venture capital firm might commit to interviewing a more diverse pool of candidates for each role and track how well they meet this goal over time. A startup might analyze its internal promotion patterns to ensure that qualified women aren’t overlooked for leadership positions. Over months and years, these incremental changes could accumulate into a profound shift. Rather than a quick fix, Project Include proposed a sustainable path—one where companies continuously learn, adjust, and refine their approaches.
While the journey was challenging, the results spoke volumes. A culture that embraced varied perspectives found it easier to spot risks and seize new opportunities. Teams that fostered trust and respect saw better collaboration and stronger loyalty. Investors began to realize that diverse startups often had an edge, possessing a resilience and creativity rooted in balanced viewpoints. This is the kind of change that Pao had fought for—not a single legal victory, but a movement that transformed conversations about talent, leadership, and success. Over time, more people recognized that the barriers excluding women and other underrepresented groups were not just unfair, but costly. By working together, by respecting everyone’s potential, organizations were discovering that ethical practices and business success weren’t opposites. They were two sides of the same coin.
In this new landscape, the true measure of leadership wasn’t just technical skill or confident risk-taking, but also a willingness to value every contributor. Slowly, the old boys’ club ethos weakened as companies that clung to it lost top talent and competitive advantage. Young professionals entering the workforce began to ask not just about salaries and job titles, but also about inclusiveness and moral values. Ellen Pao’s journey showed that even if one lawsuit doesn’t topple a giant, it can start an avalanche of questioning and rebuilding. Her experience revealed that institutions are not fixed; they can be nudged, inspired, and guided toward fairness. In the end, the legacy of these struggles is not just about righting past wrongs; it’s about building a future where everyone’s voice can help shape a better tomorrow.
All about the Book
Discover ‘Reset’ by Ellen Pao, a transformative guide addressing gender bias in workplaces. Ellen shares her journey, insights, and strategies to empower women and foster an inclusive culture that thrives on equality and innovation.
Ellen Pao is a renowned technology executive and advocate for diversity in the workplace. Her impactful experiences shape her vision for a fairer future in tech and beyond.
Human Resource Managers, Corporate Executives, Diversity and Inclusion Specialists, Technology Entrepreneurs, Educators
Reading about social justice, Participating in workshops, Engaging in community activism, Strategic business planning, Networking for empowerment
Gender Inequality, Workplace Harassment, Lack of Diversity in Tech, Organizational Culture Change
Change is never easy, but we can and must create a world where everyone can thrive.
Sheryl Sandberg, Tim O’Reilly, Sundar Pichai
Glassdoor’s Best Places to Work, TechCrunch’s Most Influential Women in Tech, Book of the Year by the ALA
1. How can diversity in tech enhance innovation and growth? #2. What strategies improve workplace culture for everyone? #3. How does bias impact hiring and promotions in companies? #4. What steps can individuals take to advocate for change? #5. How do personal experiences shape our professional journeys? #6. What role does mentorship play in career advancement? #7. How can organizations actively combat systemic inequities? #8. What skills are essential for effective allyship in workplaces? #9. How does transparency contribute to organizational accountability? #10. What are the consequences of silence in the face of injustice? #11. How can one balance ambition and ethical principles? #12. What insights can we learn from failure in careers? #13. How do social networks influence professional opportunities? #14. What is the importance of inclusive leadership styles? #15. How can we measure the impact of diversity initiatives? #16. What challenges do underrepresented groups face in tech? #17. How can storytelling promote understanding and empathy? #18. What are effective ways to handle workplace conflicts? #19. How can individuals contribute to creating inclusive environments? #20. What lessons can we draw from industry leaders’ experiences?
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https://www.amazon.com/Reset-Ellen-Pao/dp/059313913X
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