Jefferson Luan

tldr: I'm hiring! As many of you know, I recently joined Lattice as their SVP of Engineering and I'm excited to announce that I'm hiring for all Engineering levels and more broadly, Lattice has open roles across EPD. If you're wondering, why Lattice? The last few years have seen a step change in how we think about the meaning of work and the employer <> employee relationship - add on the fuel of AI taking our jobs and you could be forgiven for thinking the future of work looks bleak for employees. It doesn't need to be that way - here at Lattice we're building the next generation of talent tools to give employers insights and employees purpose because people matter at work. Among other things, we're using generative AI to securely analyze enormous volumes of data to unlock career insights faster and investing in building equitable feedback, compensation and employer analytics tools - not just for one company but for all companies. If you're interested in making a difference to the future of work then let's chat - all roles are remote eligible and based in the US. We have physical offices in San Francisco and NYC if you prefer the in-office environment.

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An executive criticized my management work by claiming I was "too nice" to my team and unwilling to make hard calls and reprimand employees. I acknowledged I wasn't sure, but declined to change my practice. It took years to realize the disconnect: I was aiming for a wildly more challenging standard that I didn't have the words to explain. I do now. Psychological safety is the most powerful productivity multiplier. Without it, no one can take ownership of their piece of the company and make it better. You won't get the honest feedback you need to succeed. You easily get trapped in feedback loops of management panic & overreaction reducing safety, which creates worse outcomes, which creates more panic. On a scale of 1-10 (where 10 is perfect psychological safety), this is what I see: - Most companies are at 1 across the board. - "Top Workplaces" are in the 3-4 range. - I'm aiming for an 8 on my teams, maybe achieving 5 or 6 on my best days. If you're working for a company with a '2' for psychological safety and you see someone run their team with a goal of '8', I understand the criticism. The bar is at your feet and you see someone trying to pole vault over it, which looks like a waste of energy and a misalignment of goals. From the ground, it looks stupid and counterproductive. Practice pole vaulting for a while. It's incredibly challenging, but you'll see stuff you can't from the ground. Your internal standards will grow. Eventually, you'll ignore the bar too. #psychologicalsafety #management #leadership #productivity

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Fellow in-house taxonomists, ontologists, metadata managers, and semantic wizards: what is the name of the team or business unit that you work within? I have the good fortune of getting to rename the "Content Standards" program I lead at Kaiser Permanente IT. My team has determined that the name is too vague to convey the core activities of the program, and leads to confusion with the cross-functional teams we collaborate with. I'm looking for a clear name that will resonate with stakeholders within my org. So I've got a very classic taxonomist question: What to call the program? 🤔 For some context... What my program is responsible for: - Defining and governing standards for metadata, structured data, taxonomy, and ontology for classifying/structuring digital content - Implementing processes and platforms to good metadata hygiene - Assessment and remediation of content metadata What my program doesn't cover: - Writing or editorial style guides - Content design - Content strategy - Site maps or navigational structure - Data governance Any ideas are most welcome!

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🚀 Goal-Setting: The First Step Toward Achieving Greatness 🚀 As I dive into planning for 2025 at work, it’s clear that goal-setting remains the critical first step for success. From aligning teams to building momentum on our biggest initiatives, clear goals provide the roadmap for execution. This year, I’m particularly focused on collaborating with my teams to define goals that provide clarity, focus, and accountability for everyone involved. Here are the key benefits I’m thinking about as I build out our goals: 🔍 Clarity: Defining exactly what success looks like for each team and project.  🎯 Focus: Ensuring we concentrate our energy on what matters most, cutting through the noise.  🤝 Accountability: By involving the team, partners, and customers in the goal-setting process, we turn goals into a shared mission.  📊 Tracking & Feedback: Meaningful goal metrics and regular check-ins to see how far we’ve come and where we need to pivot. I'm curious—how do you approach goal-setting for the year ahead? What’s worked best for you when aligning your team on goals and priorities? Let’s share ideas and set ourselves up for a successful 2025! 💪 #GoalSetting #TechLeadership #2025Planning #Execution #TeamSuccess #GrowthMindset

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Your ability to adapt to changing conditions will be your super power. Being overly adapted to existing conditions makes survival questionable.

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I tend to disagree with this sentiment. When you are the leader of a team, you work with the team, and it would seem contrived to not have open communication with them at all times. I believe what the author is actually trying to say, which I do agree with, is do not become the bottleneck for your team. I want to be part of all discussions but I often add more value by asking questions than telling them what to do. The key to a strong tech team is to hire people who are better than you at tech, and work hard to facilitate their ability to do their work by removing obstacles, enhancing processes, fostering cross-team relationships and keeping a big picture awareness so that the engineers can focus on the details. This, in no way, means that my door is closed. I don't even have a door.

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With AI driving a transformation in tech, leaders today need more than just a solid plan—they need the tools and mindset to stay flexible. Strategies that work one day might need an overhaul the next, in my experience Facebook/Meta has mastered those techniques that help them and their teams pivot fast when needed (just look at their shift to AI). Here are a few essential techniques that keep leaders and their teams adaptable: ⛏️ Separate Everyday Tasks from Strategic Work: Leaders who delegate everyday tasks create space for their best people to focus on high-stakes goals. I saw this a few times at Meta, including with the creation of Threads (which happened in record time) ⛏️ Decision-Making Close to Execution: Empowering those closest to the work to make day-to-day decisions drives faster, more effective adjustments. Leaders who push decision-making authority down get quicker results and stronger buy-in from their teams. ⛏️ Align the Organization around Strategy: “Form and function should be one” applies here—when teams keep strategy and execution tightly linked, they’re better able to stay focused, even as they adapt to new conditions in real time. ⛏️ Trial and Error: Nothing beats learning in real-time. When I was at Google working on ambitious projects like capturing Street View from mountain peaks, we had a roadmap, but it was through trial and error—adjusting to conditions on the ground—that we really succeeded. It’s all about adapting as you go (check out a picture of me learning to Iceclibm on one of these early trips, talk about agility!). 💡 Takeaway: In this AI-fueled era, agility is everything. Make trial and error a core practice, free up strategic thinkers from busywork, and let decisions happen where the work gets done. The leaders who thrive today are the ones using these techniques to help their teams stay adaptable, focused, and ready for whatever comes next. #TechLeadership #AgileLeadership #AIRevolution #Adaptability #Innovation #Teamwork #Strategy #TrialAndError #GrowthMindset #TechTransformation #ExecutiveInsights #OrganizationalDevelopment #DecisionMaking

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The most clear, fact-based, logically reasoned (and well-written) view on the the positive places that AI can take us from someone who really knows what he's talking about, Dario Amodei (Founder and CEO of Anthropic). This is the article I would have aspired to write if someone asked me to write about this topic. https://lnkd.in/g-xN7zRW

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Do you think you need to hire developers as w2 employees to build a highly-skilled, devoted and culturally aligned team? Let Blueprint show you otherwise. Here's how we're changing the game: 1️⃣ Unmatched Quality: Quality is our creed. Our vetting process includes interviewing with former CTOs and senior software engineers, ensuring only top-tier talent makes it to your team. 2️⃣ Long-Term Commitment: Forget the turnover and churn worries! Our developers stay longer than industry norms for W2 developers (average tenure of 2.2 years), providing stability and continued expertise to your projects. 3️⃣ Cultural Integration: Culture isn't just an add-on for us. We dive deep to understand your core values and ensure every developer we match with your team enhances and embraces your company culture. 4️⃣ Equity is Optional: Save your cap table for your growing startup! We ensure that our developers are passionate believers in your product right from the start - without incentivizing them with equity. We rigorously test for craftsmanship, ensuring they value not just a quality end result but also the journey of creation. 🌟 Shoot us a DM to connect and see how we can improve your staffing strategy. #StaffAugmentation #InnovationInStaffing #TechTalent #CultureFit #LongTermGrowth

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Y'alls know accessibility is important to me, and that comes in a lot of forms! I wanted to share out two things I've been working on recently that follow the a11y theme, with Global Accessibility Awareness Day (GAAD) right around the corner: First, plugging the work we've been doing at Ro around building technology to give patients more access to healthcare so they can achieve their health goals via Patient Intake. Intake isn't "just a form" - it's the key way for patients to communicate their health history, goals, and preferences to their providers in a way that feels human. Behind the scenes, we're making sure every piece of information a patient provides is structured to make sure every point is seen and heard so that our providers can deliver the best possible personalized care. More info on the platform here: https://lnkd.in/gC4ru5ip Second, the lovely Elliot Kipling and I caught up on the Enginears podcast last month around healthcare accessibility and digital accessibility in general. The episode dropped today, check it out here: https://lnkd.in/gbGcBvsB

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Breaking Barriers, Building Futures: cPacket Commitment to Portland's Tech Landscape. Today, I'm excited to share some big news about cPacket continued investment in Portland. We're not just moving offices – we're recommitting to a city with incredible potential. Our new space in the Pearl District isn't just a location; it's a statement. We're creating a collaborative hub where innovation thrives, bringing our team closer together and staying connected to the vibrant heart of Portland. With plans to grow our engineering team, we're betting on local talent and the power of in-person collaboration. Some key highlights: - Hybrid work model that balances flexibility and team connection - Strategic location that supports our engineering and AI teams - A belief in Portland's tech ecosystem and its future The past few years have challenged downtown Portland, but we see beyond temporary setbacks. We're investing in spaces that foster creativity, problem-solving, and breakthrough innovations. To my friends Portland tech enthusiasts: the future is bright, and we're building it together. https://lnkd.in/gaAfKzyb #Portland #networkobservability #NetOps #WeBelieveinPortland #TechCommunity

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It's been less than two weeks since we released Replit Agent into the wild. The response has been more than we expected. So many people have great ideas for software, and their creativity has just been unleashed. As a result, we're hiring for multiple roles in engineering to help double down on our efforts and keep improving it every week (our weekly all hands is called Weekly Wins for a reason). Want to be part of the action? Message me or just check out: replit.com/careers Want to know more about Replit Agent? Check out Matt's deep dive: https://lnkd.in/gb8z8i6S

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Stories from the Trenches: What I’ve learned from Working as a Blind Developer for a Sighted Dev Team https://buff.ly/3ZrUbQT #Disabiity #Blind #WebDev #WebDevelopment #DigitalAccessibility #Accessibility #A11y

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When Leaders Make Values Clear, Teams Feel Safe This past week has been challenging, and I know I’m not alone in feeling the strain. It made me reflect on what truly matters in a leader—and why being clear about our values as leaders is important for creating a safe, supportive environment. An organization’s culture ultimately mirrors its leadership. I feel secure and motivated when I’m in a place where my values align with my leader’s and the company’s values. But when there’s a misalignment, it’s hard to feel that sense of belonging. Right now, I’m personally feeling this on a national level—a powerful reminder of how leadership values (or the lack thereof) shape entire organizations and influence our sense of belonging and purpose. Walt Disney once said, “When your values are clear to you, making decisions becomes easier.” This is equally true for organizations. When leaders are explicit about both their own values and those that define the company, it helps teams understand and even reliably predict decisions, building a foundation of trust. Throughout my career, I’ve been fortunate to work with exceptional leaders who were also genuinely good people. They embodied values like honesty, respect, kindness, courage, resilience, and equality—not just in words, but in their daily actions. At Netscape, for example, Jim Barksdale didn’t just speak about democratizing access to information; he made it a core part of Netscape’s corporate values, reinforcing this mission in every meeting and decision. His commitment was clear and authentic, allowing everyone to feel part of a larger purpose. As I move forward, I am committed to clearly communicating my personal values and highlighting how they align with our organization's values whenever possible. My hope is that this transparency will cultivate a sense of safety, respect, and understanding within my team. When people know where I stand, why I make certain decisions, and how these decisions align with the company's values, they will feel more secure and connected. Ultimately, clarity in values is not just about guiding decisions; it's also about creating an environment where everyone can feel they belong, contribute, and are safe.

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We're looking for a senior-staff PM now at Honeycomb, who will drive and own a multi-year vision for a net-new, permanent and significant expansion of Honeycomb's product surface area: https://lnkd.in/g2sM_TfC I’ve sat in this role for 3.5 years now, on and off, so you’ll be inheriting a lot of my regretful decisions. But I’m here to help you navigate that! It involves big data (for real), deep OSS involvement, lots of customers who love the product, and a great team to boot. If you like the idea of thinking through how you’ll turn 10M events per second into 100k, without breaking the bank, and making it as semi-automatic as possible, without losing signal on that data, and building a compelling UI that lets people build and monitor this stuff, this might be up your alley! Wanna talk with tons of customers and spicy sales engineers who have to sometimes commit code crimes to make stuff work, and then tell you about it? Wanna make painful prioritization decisions? Wanna find a way to execute on a multi-year vision and not get lost along the way? Click the link above. Wanna eat shit in front of a customer whose exact set of constraints violates every tradeoff decision you made? And then go back to them 4 months later with the good news that you’ve fixed it all? Come say hi! Wanna try to wrap your head around someone's perceived notions of how observability works, and find creative ways to reorient their worldview? Hi hello please apply. Wanna get deeply involved in the #opentelemetry community, become a core contributor, attend lots of community events, and be continuously infused with customer problems and feedback and also overall industry directions? You know what to do. Wanna work with a very product-minded engineering team who will push you to get stuff done? Wanna be a part of a group that is usually fast, usually right on the first go of things, and isn't afraid to try things and maybe pull them back if they're not working? Wanna have fun too? Clicky clicky.

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This product was practically built for me. I’ve been waiting for something like it for years, long after I gave up writing on paper almost entirely. Heck, if it wasn’t for having kids, I probably could have gone the last the past decade with the challenge of not writing anything down on paper. Which makes it all the more frustrating at the price point it’s released. This isn’t targeted for grade school students, college students, or young professionals. It’s targeted at prosumers which share the same space as an iPad Air, and the market is already dominated by prosumers who want that product. For those who can’t afford the iPad, Amazon releases tablet computers in the $100 range. I know Remarkable is a much smaller company, and can’t compete on price with Amazon, or volume like Apple. But waiting so long for something I can’t justify the purchase price just hurts. At half the price it would have been a no brainer. It checks practically every box.

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"Jeffing" is a term that refers to the run/walk coaching technique founded by Jeff Galloway in 1973. Galloway is an Olympian and competed as part of the 1972 US Olympic Team in the 10km event. My blog this week explores how to get inspired by this technique to enhance leadership and management skills. Pace your team, encourage breaks and flexibility, and mix up tasks like alternating between hard running and easier walking. Set achievable goals, be flexible, and create an energized and healthy work environment for long-term success. https://lnkd.in/gWjR4x9U #leadership #management

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"Your main job is to make your product win." I think this should apply to any product that your company makes. I also like what he says following this statement about what is NOT your main job. I will summarize here: "Your main job is not to make your manager happy, it is not to make execs happy." Also, note, this main job doesn't only apply to PMs, but also to senior Engineering Managers, Tech Leads, and Designers. #makeyourproductwin #leadership

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