Book — Anything You Want

If you think your life’s purpose needs to hit you like a lightning bolt, you’ll overlook the little day-to-day things that fascinate you. If you think revolution needs to feel like war, you’ll overlook the importance of simply serving people better.

It immediately reminded of Adam Robinson's framework to put fun, enthusiasm and delight in everything you do:

  • Connect with everyone you encounter, make an effort to make a connection.
  • Create fun and delight and approach each person with enthusiasm.
  • Lean into each moment or encounter expecting magic.

As Adam puts it: "none of them have anything to do with “you”. Fun, enthusiasm and delight is for the other person. You are there to delight the other person, not to get the job or the date. This gives you infinite power, because you want nothing and you are offering everything."

Because you are in total control of these three things, this is a game you can't lose.

It also resonates with Delivering Happiness and draws a similar lesson: "I believe that there’s something interesting about anyone and everyone — you just have to figure out what that something is."

We’ve all heard about the importance of persistence. But I had misunderstood. Success comes from persistently improving and inventing, not from persistently doing what’s not working.

Being efficient is not the same thing as being effective, kind of a Tim Ferriss mantra. You could be as efficient as you want, but yet performing an unimportant task. Being effective is what matters, prioritizing things that are important over the ones that are not.

It’s a big world. You can loudly leave out 99 percent of it. Have the confidence to know that when your target 1 percent hears you excluding the other 99 percent, the people in that 1 percent will come to you because you’ve shown how much you value them.

The Internet has created a world where percentages don't matter anymore. Is the Ben Thompson's theory of the Rainforest all over again: having a small fraction of a huge market is enough to thrive as a business. The Internet has unlocked infinite niches, and that of course makes owning a niche more difficult, but once is yours, you will have a sufficiently large market for your business to flourish.

Same reason why back in the 80s the Mac struggled in a PC dominated world: having a small percentage of the PC market was not enough to attract developers and create a sustainable ecosystem. The PC market was simply not large enough. But on the other hand iOS is today able to thrive with a small percentage of the mobile market, because the mobile market is times larger than the PC's ever was. Again, once you have a big enough market, percentages don't matter anymore.

More business related takeaways would be:

  • When you make a business, you get to make a little universe where you control all the laws. It becomes your utopia.
  • Ideas are worth nothing unless they are well executed. They are just a multiplier. Execution is worth millions.
  • Make every decision according to what’s best for your customers.
  • When it comes to grow your business, also think of the tiny details that really thrill people and make them tell all their friends about you.

When you want to learn how to do something yourself, most people won’t understand. They’ll assume the only reason we do anything is to get it done, and doing it yourself is not the most efficient way. But that’s forgetting about the joy of learning and doing. Yes, it may take longer. Yes, it may be inefficient. Yes, it may even cost you millions of dollars in lost opportunities because your business is growing slower because you’re insisting on doing something yourself. But the whole point of doing anything is because it makes you happy! That’s it! You might get bigger faster and make millions if you outsource everything to the experts. But what’s the point of getting bigger and making millions? To be happy, right?

The book is full of references correlating simplicity and happiness. There are a lot of great ideas, but they all gravitate around three main axis.

First, craft - learning and building - is an end in itself and what you ought to pursue in order to achieve happiness. To have something, on the other hand, is just the means. Again, Delivering Happiness draws a similar conclusion.

In the end, it’s about what you want to be, not what you want to have. To have something (a finished recording, a business, or millions of dollars) is the means, not the end. To be something (a good singer, a skilled entrepreneur, or just plain happy) is the real point. When you sign up to run a marathon, you don’t want a taxi to take you to the finish line.

Second, focus your time and energy on the things that make you happy. Seems obvious, but there are so many distractions and prejudgments around certain ideas that is easy to get trapped into a task - or life - you did not want to begin with.

I loved sitting alone and programming, writing, planning, and inventing—thinking of ideas and making them happen. This makes me happy, not business deals or management. So I found someone who liked doing business deals and put him in charge of all that.

And third, it rounds back to material possessions. There is an appropriate balance for everybody, but generally the less you own, the more freedom you will earn to focus on craft and stuff that makes you happy.

Material happiness is not long lasting happiness, but on top of that it adds an additional layer of complexity and you will be entitled to:

  • Store it, both mentally and physically.
  • Maintain it.
  • Worry if it breaks.
  • Sell it when it comes the time or you just get bored of it.

I live simply. I don’t own a house, a car, or even a TV. The less I own, the happier I am. The lack of stuff gives me the priceless freedom to live anywhere anytime.

Book — Delivering Happiness

I made a list of the happiest periods in my life, and I realized that none of them involved money. I realized that building stuff and being creative and inventive made me happy.

Money and happiness do not correlate linearly. Its relation looks to me like a logarithmic curve, where deltas in money at the very beginning have a huge impact on happiness — because they unlock fundamental and necessary things, such as food, health care or shelter. But as you move to the right, the curve flattens out and additional amounts of money do not have an impact on the overall happiness. At that point, happiness is entirely up to you and what do you want to make of it.

At the end of the book, there is an accurate framework to categorize the types of happiness, and I paraphrase here:

  • Pleasure: is about always chasing the next high. I like to refer to it as the “Rock Star” type of happiness because it’s great if you can have a constant inflow of stimuli, but it’s very hard to maintain unless you’re living the lifestyle of a rock star.
  • Passion: is also known as flow, where peak performance meets peak engagement, and time flies by. Research has shown that of the three types of happiness, this is the second longest lasting. Professional athletes sometimes refer to this state as “being in the zone.”
  • Higher Purpose: is about being part of something bigger than yourself that has meaning to you. Of the three types of happiness, this is the longest lasting.

One of the things that he found from his research was that great companies have a greater purpose and bigger vision beyond just making money or being number one in a market.

This last bullet is also a recurring theme during the book. The idea of "being part of something bigger than yourself", not only at a personal level, but it also can also be extrapolated at a company level.

Having a vision of a higher purpose means being about something bigger than whatever you are selling. It transcends mere profits and drives the whole organization towards a larger goal.

They were expensive lessons, but I guess what I ended up learning was that it’s a bad idea to invest in industries you don’t understand, in companies you don’t have any control or influence over, or in people you don’t know or trust.

I realized that the day-trading and investing I was doing weren’t really fulfilling. I didn’t feel like I was really building anything. It felt more like I was gambling, but with the odds stacked against me because I was investing money in things I didn’t understand.

Do not invest in business you do not understand. There are two main ideas merged together here:

  • Be curious and learn as much as you can. This should be a state of mind by default. It does not matter if you think of the subject as "useless" knowledge, there is no such thing. Everything is related and learning, in opposition of money, compounds and therefore, is exponential.
  • Do not get involved in things just because of money. Money does not have a soul and can't be considered an end in itself. Going back to the first quote: building stuff and being creative and inventive is what really gives life a meaning. Money is a powerful external driver, but it won't get you too far.

To me, connectedness—the number and depth of my relationships—was an important element of my happiness, and I was grateful for our tribe.

Connectedness, and feeling like part of a tribe makes people happy and creates a sense of fulfillment. Both are strong motivators. When a group of people feels connected, like a family, there is a strong sense of obligation to the whole team, to work harder and treat each other better.

Here there are several apparently unrelated, but deeply connected ideas floating around: happiness as a function of building stuff and being creative, getting money and material possessions out of the equation. Then the idea of vision or purpose larger than yourself, which in itself is related with the connectedness and this sense of tribe, empowered by the aforementioned vision.

Every interaction with anyone anywhere was an opportunity to gain additional perspective. [...] I believe that there’s something interesting about anyone and everyone—you just have to figure out what that something is.

Every interaction is an opportunity to learn something new. Each person is unique in some dimension, if you learn how to how to spot that uniqueness and exploit it, you will develop a super power and create an ubiquitous, always available supply of knowledge.

So the challenge to everyone is this: Make at least one improvement every week that makes Zappos better reflect our core values.

There are more references of compounding effects throughout the book, but this particular one is a really good framing of how small improvements can have a huge return over time.

I started thinking about all the things that I took for granted in life, and how much more I should appreciate the things I had.

A clear reference to the stoic negative visualization.

As unsexy and low-tech as it may sound, our belief is that the telephone is one of the best branding devices out there. You have the customer’s undivided attention for five to ten minutes, and if you get the interaction right, what we’ve found is that the customer remembers the experience for a very long time and tells his or her friends about it.

Usually you tend to look at a call center as a cost from an expense minimization lens, a necessary evil that comes from getting more customers. But this fresh perspective on the matter turns this assumption on its head and leverages it to delight the customer once she is on the line.

Hidden Gems


  • Cutting marketing expenses and refocusing on customers who had already bought Zappos forced them to deliver a better customer service.
  • One of the biggest mistakes they made was to outsource on of their core competencies. A third party would never care about your customers as much as you would.
  • Do not try to chase the attention of the press. If you just focus on making sure that your product continually WOWs people, your will naturally create interesting stories as a by-product of delivering a great experience and eventually, the press will find out about it.

Company Culture

In the section about Core Values, you’ll read stories of how Zappos employees apply the same values outside the office. Without a separation of work and life, it’s remarkable how values can be exactly the same.

If you are passionate about something, you do not make any distinction between life and work, it becomes a continuum. You speak about it either during a dinner with friends or a meeting room. The context becomes unimportant.

Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. [...] Over time, as we focused more and more on our culture, we ultimately came to the realization that a company’s culture and a company’s brand are really just two sides of the same coin.

Celebrating small wins and having employees telling stories - extremely powerful medium - creates an atmosphere of empowerment for the rest of the team.

Be Humble is probably the core value that ends up affecting our hiring decisions the most. There are a lot of experienced, smart, and talented people we interview that we know can make an immediate impact on our top or bottom line. But a lot of them are also really egotistical, so we end up not hiring them.

Sometimes "humble" is negatively associated with "poor" or "lack of resources". But the term "humility" actually comes from the Latin word humilitas, a noun related to the adjective humilis, which may be translated as "grounded" or "from the earth" which I think is a more accurate definition.

Others can copy our images, our shipping, and the overall look of our Web site, but they cannot copy our people, our culture, or our service. And they will not be able to evolve as fast as we can as long as embracing constant change is part of our culture.

Think of a moat, differentiation or competitive advantage not in the supply chain, not in a patent, but rather in the people, in the culture. Is a really powerful idea.


At Zappos, we think it’s important for employees to grow both personally and professionally. It’s important to constantly challenge and stretch yourself, and not be stuck in a job where you don’t feel like you are growing or learning. We believe that inside every employee is more potential than even the employee himself/ herself realizes. Our goal is to help employees unlock that potential. But it has to be a joint effort: You have to want to challenge and stretch yourself in order for it to happen.

To build a great company, you have to pursue growth and learning. Continual growth should be a goal for your overall business and for all the people that are part of it.

The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead.

Lead by example and create the necessary conditions for others to thrive. Simon Sinek masters this idea: leadership is the practice of putting other people before ourselves in a regular basis.