If you want to be happy, set a goal that commands your thoughts, liberates your energy, and inspires your hopes.
—ANDREW CARNEGIE
Maybe the nimble spirit at Zappos reflects the iconoclastic nature of its leadership or the personality of a CEO who was an entrepreneur in grade school. Possibly the unsettled nature of Zappos is the result of naysayers constantly telling its leaders that they couldn’t possibly succeed. In any case, the rapid evolution of Zappos is emblematic of what businesses can achieve by being discontented, knowledge seeking, and unwilling to fall in love with the way things are or the way things have always been.
Chapter 8, “Zappos University,” focuses on how Zappos stretches staff members to be subject-matter experts, better people, and future organizational leaders. It demonstrates how far a business can go to develop internal talent and actually create the often-talked-about succession or progression plan. The chapter also includes insights into how to achieve both personal and professional development objectives that fuel staff loyalty and engagement. Chapter 9, “Beyond Shoes,” looks at how Zappos has stretched its brand elasticity well beyond its original product line into broader merchandising and even corporate leadership training. That chapter will also examine how Zappos innovates processes, technologies, and channels, including the company’s thought leadership in social media. It’s time to sit back, raise your arms, and S T R E T C H.