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This paper draws on data from the National Science Foundation (NSF) ADVANCE-funded LATTICE program (Launching Academics on the Tenure-Track: an Intentional Community in Engineering) to examine how a diverse group of women worked across social and professional identities to support early-career women in academic engineering. We used ethnography to elucidate the social dynamics and power relations involved in forming a coherent group identity for the LATTICE leadership team, and the boundaries we negotiated in running the LATTICE program. We identify the processes and behaviors through which we made boundaries between members salient yet porous to build a coherent community across various dimensions of difference. We offer three actionable strategies that impact change agents' engagement and the group's coherence across multiple dimensions of difference: (1) intentionally creating a socio-emotional culture in our group, one that spans across group members' personal and professional identities; (2) validating other group members' perspectives, and (3) striving to build consensus using storytelling. These strategies of the LATTICE leadership team provide guidelines for others who work across intersecting dimensions of difference. [ABSTRACT FROM AUTHOR]