According to Spotify CEO Daniel Ek, the goal for ambitious individuals shouldn't be the direct pursuit of happiness. Instead, they should optimize for making a significant impact. Happiness is often a byproduct of meaningful work, not the primary objective.

Instead of the risky "follow your dreams" mantra, a more sustainable approach is to treat your unique talents and interests as sacred. Nurture them by choosing a career that allows you time and space to engage with them, rather than betting your entire livelihood on them succeeding.

Ambitious graduates shouldn't join the organization doing the most good in year one, but rather the one that best equips them with skills and networks. This builds "career capital" that prepares them to achieve far greater impact in years 10, 20, and 30 of their careers.

Instead of introspective searching for your passion, find a "Gandalf"—an expert who has already identified the world's most pressing problems. Attach yourself to their mission. This provides a clear, high-impact path for those who want to do good but are unsure where to start.

To use the Japanese concept of Ikigai for true fulfillment, remove the "what you can be paid for" component. Instead, focus on the intersection of what you love, what you're good at, and what the world needs. This subtle but powerful modification helps separate your life's purpose from your job.

Garg argues against the common advice to "follow your passion." Instead, she advocates for finding a purpose—something the world needs—and monetizing it. Passion can be a side gig, but a career should fulfill a tangible need, even if it means, in her words, you "monetize your misery."

Luckey advises founders to separate personal passions from the problems that need solving for maximum impact. While he enjoyed building Oculus VR headsets, he chose to found defense company Anduril to tackle a more critical, albeit less "fun," problem in national security. This contrasts with the common advice to "follow your passion."

The motivation for self-improvement should come from an obligation to those who depend on you—family, colleagues, and customers. Viewing them as the primary beneficiaries of your growth creates a more powerful and sustainable drive than purely selfish goals.

Most donors choose a cause with their heart. Attempting to persuade them to switch to a more "cost-effective" cause is almost always futile and can feel judgmental. A more productive approach is to accept their passion and help them choose the most effective organization working on that specific issue.