The diversity of structure, clientele, membership, and purpose of professional societies related to engineering is huge. Some focus on personal demographic identities, some on fields of engineering, some on particular functions like education or accreditation, some on regional location, and more. In addition, some have long histories, some have huge staffs or no staff, and some have a number of funding resources, such as individual dues, institutional dues, services sold, publications sold, and grant funding. But what all have is their own unique organizational culture, which involves not only artifacts like those listed above, but also espoused values and missions and underlying assumptions about operations and leadership. Before seeking a leadership role in any of these societies, an aspiring leader must strive to understand the organization’s culture and how their own personal identity can align with that culture. This is especially challenging for women in STEM fields still overwhelmingly dominated by men. In many such professions, there are often “locker-room”-type norms (rough language, high competitiveness, bantering and put-downs in conversations, etc.) that can make a hostile environment for many people. This norm can make it difficult for women to discern if the behavior is targeting their gender or, even if not ideal, a lingering norm of the organization. Then a woman must discern how to lead in addressing such behaviors when there may be many organizational cultural norms to address.