A Q&A on leading change from within

Every day, mission-driven organizations pour time and energy into improving their communities. They respond to needs, run programs, build partnerships, and try to create impact where it’s needed most. But when all the attention goes outward, it can be easy to overlook something that matters just as much: the internal systems and habits that make—or limit—their effectiveness.

We learned this firsthand at ChangeLine. Our work requires collaboration, reflection, and shared purpose, but several years ago it became clear that our internal culture wasn’t yet equipped to fully support that. So we turned inward—not to step away from community impact, but to strengthen the foundation that makes it possible.

In this Q&A, our CEO Amber Ptak and our Chief Strategy Officer Mary Ellen Benson share what we discovered along the way and what other organizations can take from our journey.

Q: What sparked this internal transformation at ChangeLine?

Amber Ptak (AP): We reached a point where we had to admit something wasn’t working. We were incredibly busy—meeting, coordinating, managing details and projects—but it wasn’t translating into meaningful progress in the community. We were stretched thin and reacting to whatever felt most urgent. Even though we cared deeply, the way we were working made everything harder and less effective.

Mary Ellen Benson (MEB): We could just feel that we weren’t creating the conditions needed to do our best work with each other or the community. It wasn’t sustainable and we knew we had to address our internal systems before we could help others change external ones.

Q: When you looked more closely at our internal culture, what stood out?

AP: Our structure didn’t give people the clarity or support they needed. We had talented, committed staff, but our roles, expectations, and decision pathways weren’t clear enough for everyone to feel confident in how they moved the work forward. We also didn’t have shared practices, common language, or clear expectations, which made it hard to stay grounded and aligned. And even though so much of the work we do overlaps, we were working in silos. What it came down to is that our internal practices didn’t reflect the collaborative, adaptive approach we encourage in the community.

Q: Once you knew things needed to shift, where did you begin?

MEB: Relationships. Changing a system—no matter how big or small—always starts with relationships. From my own experience, organizations often focus on changing culture through processes or structures. But it won’t work without a solid foundation of connection and trust.

So we set out to intentionally rebuild that foundation. We started by changing how we used our time together. Our meetings shifted from reporting and updates to shared learning, reflection, and alignment. People began seeing their work as interconnected, not isolated.

AP: We also developed a strategic framework that spelled out our beliefs, values, and ways of working. It helped everyone understand not just what we do, but how we do it and why it matters.

One of the biggest parts of shifting our culture, though, was unlearning old habits—urgency, perfectionism, and avoiding tension. Those patterns were shaping our decisions more than we realized.

Q: What did unlearning look like in practice?

MEB: For us, unlearning meant acknowledging the habits that were holding us back. Part of that was realizing we couldn’t avoid hard conversations anymore. Our old patterns—staying busy, rushing past tension, staying polite instead of honest—were preventing us from addressing the real issues.

AP: Once we named those habits, we could start replacing them with healthier ones: slowing down, asking better questions, taking time to reflect, and being willing to sit in discomfort long enough to learn something from it.

Q: What were the most important steps in shifting the culture?

MEB: Increasing meaningful face-to-face time was huge—not more meetings, but better ones. Spaces to learn together, connect, and think across issues. We also built shared language around systems change. That alone made collaboration easier because people were working from the same understanding.

AP: And we intentionally started focusing on true collaboration rather than just completing tasks. That helped build trust and created pathways for real, honest conversations, which led to stronger bonds and better outcomes. It also helped us shift from activity-driven to impact-driven work. Before starting anything, we asked: What will actually be different because of this? That question changed how we planned, prioritized, and made decisions.

Q: What were the signs that the internal work was taking hold?

AP: Things just started to feel differently. Staff showed up with more clarity and ownership. We were still busy but the work felt less chaotic and more purposeful. Collaboration improved. Conversations became deeper, decision-making became more thoughtful, and people leaned into tension instead of avoiding it. The change didn’t happen overnight and we certainly didn’t do it perfectly–we learned a lot along the way! But we kept at it and over time, it made us stronger.

Q: How did those internal shifts change the work with the community?

AP: As our internal structure became clearer and our culture more connected, we started showing up differently in the community. Our partners noticed the difference, too—we were showing up more grounded and intentional. We had more space for curiosity, better questions, and a steadier presence in complex situations.

MEB: One of the clearest examples of this shift came after the Club Q tragedy in 2022. When we were asked to help support the community’s response, we knew our internal learning needed to guide how we showed up. We slowed down. We listened deeply. We centered survivors and people with lived experience. We challenged power dynamics—including our own—and made space for tension, honesty, and vulnerability rather than rushing into logistics.

Those shifts helped set the foundation for what eventually became Prism Community Collective. And it reinforced a truth we now carry into all our work: when we change our internal systems—how we relate, reflect, align, and unlearn—it strengthens how we support change in the community.

Q: If another organization feels stuck in similar patterns, what would say to them?

MEB: Start small. You don’t need a huge overhaul. Change one habit, one meeting, one process. Practice it consistently and let the momentum build. But don’t mistake motion for progress. Activity is not the same as impact.

AP: And be honest about what’s not working. That honesty is what opens the door to better choices. And don’t be afraid to make mistakes. We made plenty of them and we still get things wrong. We’re still learning—that’s part of the work. Transformation isn’t about perfection; it’s about staying curious, reflective, and willing to adjust. When we lead that way internally, it changes the way we show up in community.

Takeaways for organizations starting their own internal transformation

1. Relationships are strategy. Trust fuels everything.

2. Treat your team as a connected network. Real change is collective, not individual.

3. Slow down enough to see things more clearly. Urgency can hide the real issues.

4. Unlearning is essential. Old habits don’t shift on their own.

5. Build shared language. Clarity strengthens collaboration.

6. Make learning a permanent practice. Use those lessons to pivot and adapt..

7. Start small and stay consistent. Transformation grows through daily choices.