Ensuring Excellence

Cagan argues that beyond empowered teams hitting measurable outcomes, the best product companies also pursue a harder-to-define standard of excellence: desirability, delight, or 'spirit.' He acknowledges the tension this creates with team empowerment and notes it is not required of every company, since many should first consistently achieve real results. He suggests strong product leaders can play a role by reviewing work holistically, much like a 'bar raiser' in hiring, and holding teams to product principles. The key risk he flags is that the feedback can either inspire or demoralize, depending on how it is delivered.

01Key takeaways

• Pursue excellence beyond measurable outcomes, but only once the team reliably delivers real results.
• Frame high-quality feedback as specific comparisons to shared product principles, not vague demands for 'wow'.
• Use a holistic reviewer, like a bar raiser, to keep quality consistent across teams without taking away team ownership.
• Recognize and celebrate when a team delivers work that combines results with genuine excellence.
• Watch how quality feedback lands; the same comment can inspire or demoralize depending on delivery.

02Key sections

Beyond results

Shipping output that moves no metrics is not success, but many top product companies also aim for something special that goes past business outcomes. Cagan notes this idea goes by many names, such as delight, aha moments, or magic experiences.

Examples of excellence

Cagan points to companies like Google, Stripe, and Apple, where attention to design and subtle interactions goes beyond functional necessity. He draws on Steve Jobs's description of this quality as 'spirit.'

The bar raiser analogy

Just as a bar raiser in hiring keeps a consistent standard across interview teams without removing their authority, a product leader can offer a holistic perspective on product quality. This does not have to disempower the team.

Using product principles

Product principles can translate the brand promise into concrete guidance. Leaders should point out when a prototype or product falls short of these principles, rather than leaving the standard abstract.

Delivering the feedback well

Such feedback can either push a team higher or demoralize them if the expectation seems vague or unreachable. Leaders should acknowledge the team's pride in their work, be specific about gaps, and celebrate when excellence is achieved.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

04Frameworks mentioned

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.