1. Set Non-Negotiables Early (And Explain Why)
Identify the 3-5 standards that cannot flex: deadline accuracy, documentation protocols, escalation procedures. Communicate these as risk management, not personal preference. Everything else can be open for discussion, but these boundaries protect the firm and the team.
2. Invest in the Willing
You'll have early adopters, fence-sitters, and resisters. Pour your energy into those who engage with the change: they'll become your champions and proof of concept. Don't exhaust yourself trying to convert people who've already decided centralization is the enemy.
3. Document Everything (Especially the Why)
As you standardize processes, capture not just what the new system is, but why decisions were made. When someone asks, "Why can't we do it the old way?" you need a clear answer rooted in risk, consistency, or efficiency. Not "because I said so." This documentation also becomes invaluable for onboarding new team members as you scale.
4. Create Space for Local Expertise Within the Structure
The paralegal who's been handling one office's docket for 15 years has institutional knowledge you need. Centralization shouldn't erase that; it should make it accessible to others. Build roles or responsibilities that honor expertise while embedding it in the larger system.
5. Accept That Some People Will Leave (And That's Okay)
Not everyone will make the transition, and that's not a failure of leadership. If someone consistently undermines standards, refuses to collaborate, or opts out of the new structure, their departure may be the healthiest outcome for the team. Grieve it if you need to, then move forward.
6. Measure What Matters, and Share Progress
Track the wins: faster turnaround times, reduced errors, better cross-coverage during absences. When people see that centralization actually improves their work lives, not just management's dashboards, resistance softens.
7. Do the Groundwork Before You Announce
Document local systems and the logic behind them before announcing centralization. Then, announce the plan as far in advance as possible. This groundwork gives your team solid footing when things inevitably shift during the transition.
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Your turn: What practices have worked in your centralization efforts? I'd love to add to this list based on your experiences.
Next time: We'll begin exploring the benefits of the National Docketing Association.