This case study illustrates how leadership for learning and cultural competence could be used as theories of action during times of disruption to lead and transform urban teachers' sense of self, sense of others, and motivation for change. The case study focuses on educators from a large urban charter school whose response to the pandemic and the social justice movements was using a year-long professional development to provide continuous support and foster a growth mindset among educators. Self-evaluation on the cultural proficiency scale showed that the principal and thirty teachers differed in their levels of proficiency. The principal and six teachers with middle and high levels of proficiency were then interviewed to probe their personal interpretations of the connections among their cultural competence, their awareness of structural inequities, and the ways this awareness might have impacted how they teach Black and Brown students in their classrooms. Regardless of where they were on the scale, Black and White educators benefited from self-reflections and group dialogue about how they value, model, and practice cultural proficiency with their Black and Brown students. These findings have implications for urban public charter school leadership during times of continued change and uncertainty.