Today, we're excited to announce and discuss the next generation of the Funsize podcasting, The Funsize Show!

"Now you are more of a conductor. You're the creator of space to hold for everyone else — to make them more productive and inspire them."

"I want to work at a place where I'm 5 minutes away from my co-workers. Even if I work remotely, I want to know that they go to the same coffee shop as I do. I want that sense of connection."

"As a design manager, I look for messy areas that allow for a lot of ripe opportunities for me to experiment and change things. A company with a good mess means that the landscape is there for people to try things and change bits."

"If you're looking for inspiration to solve a problem, don't just look at the competitors and other people solving the problem—go look at the people having the problem. If we're going to find a better way to handle life, then we should be better at knowing that life, we should just go live that life."

"Ultimately, a lot of employers will need to accept flexibility as their operating model, which is going to be hard for them."

"I would say the pandemic has opened a lot of doors... It doesn't really matter where you are. Basically, there aren't any borders anymore."

"Everyone's voice is equal, and everyone should be a critic, and everyone should contribute to the conversation... even if you're not a designer, your voice is valuable. Critique is not something owned by design... If you want to improve anything, you can critique it."

"What a wonderful world it would be if I just sat and had one thing to do, and just kept optimizing and making it better, and growing it and testing it and living with it."

"This pandemic has reminded people that we're all humans dealing with the same thing."

"I think continuing being able to learn and build on your experience and build on your skillsets, really trying to improve as a professional and even personally. That's why i've been there so long and why I will continue to stay. Because I keep getting those opportunities to learn and be surrounded by incredibly smart people."

"Ultimately, what we want to do is connect the community. It is my belief that you can have a lot of great amenities. But the big differentiator in whether somebody would want to stay with a company is: Do they feel like they belong there? Do they have that network that keeps them inspired?"

"We're working at objectives from the other direction: How do we make a really great experience for individuals and then eventually build up to something that works for the whole organization?"

"One thing I think is a telltale sign that it's not necessarily a good time for a design sprint ... is when someone in leadership read the book and is like, 'we need to do a design sprint.' It's like a hammer looking for a nail."

"All the policy and reform stuff is a small victory. But to see people lean in in a very sincere way and say, 'you know what? I' m willing to do that hard internal work' has definitely been very rewarding."

"I think brand and culture are absolutely synonymous with one another. When culture is toxic, I think that directly bleeds over to the brand and retention."

"Usually as designers, we'll settle on the first answer we come to. But i think if we push past that first answer, we'll come to something really interesting."

"That idea that anyone can have creative confidence, that anyone can think like a designer. That's really the democratization of [design]."

"I'm a big proponent of finding out what you liked to do as a kid, as a wayfinding stick."

"I can be a great employee if you agree with me. If you disagree with me, I’m like your worst nightmare."

"The process is the most beautiful part of it. The finished product is what dies ... But your experience with your team was still a beautiful thing."

"I love being able to be a glimpse of hope or give a firm direction [for new designers]" ... "Being able to meet these people who have gone through what you're going through is really hopeful so i love being able to be that."

"I don't think we have figured out how to evaluate people for what might make a good manager or leader — down the line — because we're still looking at: 'Are you shipping?'"

"How do I approach a team member who needs something in their personal life that will hold up an amount of work that the team is counting on? What is more important? To me, the personal life. In that moment, I can see: The human experience for that person is more important than our team goals."