Linda and Braden led a team, with our friends from 3 Points of View, that worked with the National Gallery of Art in Washington, DC for more than two years to build a more inclusive, connected, and brave organization. The Gallery was facing three exhibitions that challenged its staff in different ways, including one which had to be temporarily delayed because of staff pushback. Our team worked with a cohort of more than fifty Gallery staff, from supervisors to senior leadership and in nearly every department from administration to facilities.

Collectively we worked to build internal relationships, communication, and processes that supported the kind of work and place the Gallery wanted to be. Combined with individual learning assessments and training in community engagement Gallery staff found new ways that were exciting and meaningful to them, their partners and communities. They changed what went on the walls and on social media, how the marketing team communicated with Washington DC, and how teams responded to challenging set backs. Staff from across the institution took turns on the floor to support each other during hard moments, and new interpretative approaches were developed with feedback of staff from an array of departments. In the end, the exhibitions were successful and staff build stronger relationships and found new ways of working.