The master in the art of living makes little distinction between his work and his play, his labor and his leisure, his mind and his body, his information and his recreation. … He simply pursues his vision of excellence at whatever he does, leaving others to decide whether he is working or playing. To him he’s always doing both.
—JAMES MICHENER
In my book Humor, Play and Laughter, I suggested that play is a powerful tool for alignment and social cohesion. Unfortunately, many business leaders haven’t accepted that premise. If asked, many managers would answer that the opposite of black is white and the opposite of work is play. At Zappos, however, leaders see work and play as being intertwined. Chapter 10, “Play Well,” focuses on how Zappos infuses a spirit of play on daily, monthly, and extended timelines throughout the workplace. It places the concept of “play” or “fun” into a broader context of staff pleasure and social bonding. Chapter 11, “R.O.F.L.,” looks at how Zappos has transformed fun into a culture that is far from frivolous. “R.O.F.L.” further examines the sustained benefits that Zappos enjoys in terms of employee engagement, innovation, and profitability. It’s time for fun with a purpose—the rocket fuel of the Zappos Experience.