As more women exit the workforce due to the challenges of balancing work and family (Hewlett & Luce, 2005), many working moms and their employers have become increasingly concerned with the work-family interface (Allen, 2001). The work-family research stream, while informative about various organizational constraints, does little to explain how the workers shape their work culture. Schneider (1987) argued that ultimately workers shape the workplace from the bottom-up, developing emergent organizational cultures and norms that become the basis for formal and informal policies. Thompson and colleagues (1999) argued that it is critical to work-family research to understand the ways in which employees attempt to challenge workplace norms and policies to achieve work-family balance. This study examines how coaching mothers achieve work-family balance and influence changes in their organizational cultures. Data was collected via on-line focus groups from 41 Division I head coaches who are also mothers (Gosling, Vazire, Srivastava, & John, 2004). The women were all 40 years of age and younger, with an average age of 35.4. Thirty-eight were married/partnered, 2 divorced, and 1 single/never married or partnered. They averaged 1.9 children with an average age of 2.6 years. Results revealed three main strategies for coping with and challenging existing systems. First, coaching moms creatively managed childcare and support systems. Some relied on students or athletes as babysitters or called upon assistant coaches to cover work responsibilities. A few had family in the area or flew them in to assist when work required travel. Second, the participants effectively captured seasonal opportunities. In-season was a high guilt time when the moms spent more time at work than with their families. The off-season was carefully planned around family needs, especially in the summer. Third, the coaching moms worked consistently to educate both their athletes and their administrators on the benefits of work-family balance. The women modeled to their athletes the successful dual roles of coach and parent. Children were a common sight at competitions, practices, and coaches' offices, helping create a family-friendly atmosphere. The results of the study suggest that coaching moms do not passively accept traditional organizational norms. While addressing constraints, they actively work to promote change within their circle of influence. Their efforts may not result in actual policy changes, but over perceptions and attitudes. Consistent with previous research, attitudes and perceptions change cultures and demonstrate how individuals within an organization can impact organizations in an emergent process. Keyword(s): college level issues, gender issues, sport management