When the Charles H. Wright Museum of African American History launched its now-viral sitcom-style social media series, it didn’t come from a large team, or a Hollywood budget, or a long-term content strategy. It came from a desire to change how it promotes its events and exhibits.

“I was tired of flyers, I just felt like they weren’t working,” says Kyle Sammy, the museum’s Creative Director.

That frustration became a turning point, a lightbulb moment inspiring Sammy to experiment with the kind of comedic content he had already been producing on his own channels.

What followed was a shift in how the museum approached content, one that has since generated millions of views, expanded audience reach across platforms, and supported foot traffic, program awareness, and more.

In this article, I’ll share insights into the Wright Museum’s process from my interview with Sammy.

The creativity in strategy 

The series didn’t begin as a formal strategy. It began with an observation.

Sammy had noticed something that museum people often overlook: the talent within their own teams. The Learning and Engagement staff at the Wright Museum–many of whom are performers, educators, and creatives–brought humor, personality, and storytelling into their everyday interactions.

The team’s culture was lively and personable, not rigid or overly formal. And importantly, they already had firsthand experience with Sammy’s creative approach.

Before pitching anything internally, Sammy had been experimenting with different video formats and content styles on his personal social channels, often featuring his museum colleagues. Some of that content began to gain traction, giving him an early sign that these personalities and this storytelling style could resonate with audiences beyond the museum walls.

He wasn’t starting from scratch. He had already seen what might work. That sparked a simple idea:

What if we created a mini-series?

It was a bold move, and he knew it would require institutional buy-in. The key was not just the idea itself, but how it would connect to the museum’s wider goals.

Senior leadership buy-in

One of the most consistent challenges in museum social media is internal buy-in, and Sammy knew he would have to be intentional with how he got sign-off on his idea. 

He first brought the idea to Lance Wheeler, the museum’s VP of Learning and Engagement, who has been a mentor and advocate to Sammy since he joined the museum as a Special Projects Coordinator. Lance encouraged him to develop it further to build a case that would convince the wider leadership team.

With that feedback, Sammy created a clear, structured presentation that focused not just on creativity, but on reasoning.

He shared examples of the content he had already been creating on his own channels, outlined how he could embed promotional narratives into storytelling, and, most importantly, demonstrated how this new approach would connect directly to the museum’s organizational goals.

Instead of focusing on views or engagement metrics, he framed the value of the series through outcomes leadership already understood: more visitors through increased exposure, greater awareness of programming, and new opportunities for revenue generation.

As a marketer, knowing which metrics and goals matter most to your leadership is half the battle, and in this case, that clarity made all the difference: the new social media direction received immediate approval.

A shift in mindset: from promotion to storytelling

From the outset, the goal was to create something that felt different, something people would actually want to watch.

The team drew from storytelling techniques more commonly associated with TV and film: narrative structure, character development, timing, pacing, and humor. This wasn’t just about creating content; it was about building stories.

Within that, they found ways to integrate program information and museum activations naturally into the narrative. Merchandise appeared in the story through subtle product placement rather than direct sales pitches, and key messages came woven into the dialogue rather than emphasized as announcements.

The aim was simple: ensure that promotion felt natural to the story being told or the joke being made.

It didn’t always land perfectly. Sammy acknowledges that certain moments in the videos have caused audience drop-off. But he’s used those moments to learn and refine his approach.

The data driving the creativity 

While the content is driven by creativity, it is shaped by data. Sammy’s focus is less on surface-level engagement metrics like likes or reactions and more on retention: how long people stay engaged.

Sammy prioritizes understanding audience behavior at a deeper level: where people are dropping off, which moments are holding attention, and what needs to change.

“When you see a dip…go back and see what happened. People didn’t like it or got bored.”

That level of insight has allowed him to refine his videos. Scenes have become shorter and tighter. Pacing has improved. Openings have sharpened to hold attention earlier, and transitions have become more intentional.

What other museums can take away

The success of the Wright Museum’s series isn’t about replicating a sitcom format. It’s about understanding the principles behind it.

There are many lessons in the approach, but a few stand out for organizations of all sizes.

1. Content needs to be rooted in strategy and connected to organizational goals. That foundation gives creativity direction and purpose.
2. Experimentation matters. Testing different ideas and being willing to try something new is part of the process.
3. Data should inform decision-making. Understanding what works (and what doesn’t) allows teams to refine their approach over time.

A successful new approach 

The Wright Museum didn’t gain traction by increasing output or chasing trends. It doesn’t have a massive marketing team or budget. What it does have is a willingness to trust its team and to lean into an understanding of social media and internet culture. 

The result is not just a successful series. It’s a clear example of what can happen when museums rethink how they create and why.