Use complaints without confusing them with success

A complaint can contain valuable information. It can show that someone understands the promise and wants the product to deliver it. Silence can be harder to interpret because it gives you less information.

Study the content of the complaint. Separate a missing function from a broken function. Find out whether the person has the problem you intend to solve. Do not treat every angry response as proof that the business will work.

Feedback creates pressure because it makes failure visible. That pressure can help a team focus on the next useful change. It can also become exhausting. The reason to face it is to improve the product, not to make suffering part of your identity.

You need enough interest in the problem to continue through these uncomfortable stages. Interest does not remove difficulty. It gives the work a purpose when the first version disappoints people.