The ‘Good Enough’ Threshold: Seth Godin 🌔 on When 99% Isn’t Enough

In a recent LinkedIn post, Seth Godin 🌔 delves into the nuanced concept of “good enough,” exploring how the perceived completeness of a project can drastically affect its outcome and customer satisfaction. Godin uses contrasting analogies to illustrate his point: a nearly finished boat versus a nearly perfect baked ziti.

The Perils of Near Completion

Godin begins by highlighting scenarios where falling short of absolute completion, even by a small margin, can lead to catastrophic failure. He posits that a nearly finished large vessel is fundamentally flawed if critical components are missing or incomplete.

“A 100-foot long boat that’s 99% complete is going to sink before it leaves the dock. That gaping hole is more than enough to do it in.”

As Godin 🌔 points out, this illustrates that in certain contexts, such as construction or safety-critical engineering, the final 1% is not merely an incremental improvement but a foundational requirement. Failure to achieve 100% completion in these areas renders the entire endeavor useless, or worse, dangerous.

When “Almost” is More Than Enough

Conversely, Godin 🌔 presents examples where being “99% there” is not only acceptable but optimal. He contrasts the sinking boat with culinary perfection, suggesting that in many service and product industries, striving for absolute, unattainable perfection can be a misallocation of resources.

“On the other hand, a baked ziti that’s 99% as good as the best baked ziti ever made is exactly good enough to serve in any setting.”

According to Godin 🌔, the key lies in understanding the nature of the deliverable and the expectations of the audience. He argues that the pursuit of unattainable perfection can distract from the primary goal: delighting the customer.

Defining the ‘Best Allocation of Effort’

The core of Godin 🌔’s message revolves around strategic effort allocation. He challenges businesses and individuals to move beyond simplistic notions of mediocrity versus perfection and instead focus on delivering optimal value.

The Central Question

Godin 🌔 poses a critical question for leaders and creators:

“The question is: what’s the best allocation of effort in order to delight our customers?”

In his view, this requires a deep understanding of the customer’s needs and the specific context of the product or service. Is the 100th percentile of quality achievable and necessary, or does it yield diminishing returns? He urges his audience to be deliberate in their approach.

Clarity is Key

The concluding thought from Godin 🌔 is a call for clarity. He emphasizes the importance of recognizing which category of “completeness” one is operating within.

“We should be clear about which category we’re working in.”

This clarity, as Seth Godin 🌔 suggests, allows for more effective decision-making, resource management, and ultimately, greater customer satisfaction. It’s about understanding when to push for the final, critical elements and when to recognize that “very good” is indeed good enough to achieve the desired impact.