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Surviving, Then Thriving
SURVIVING,THRIVINGTHEN
Lessons and Takeaways from 50-Plus Years of Lawyering
By George Martin
So, there I was. A single father of two. Fired. Today, that’s a great start to a story about how I started what became one of the first and largest practices of its kind in Pennsylvania. Then, it was a somber reality. It was 1979, and I had to leave work early one day to pick up my young children — ages 2 and 5 — from daycare. Long story short, my firm fired me. The story that follows and the practice that was built in the process is one of which I am very proud, though it certainly had its bumps along the way. Even now, some 51 years after my first admission, I am flattered when attorneys ask me for advice on managing or growing a practice. Sometimes the queries come from someone new to the law; sometimes they are more experienced or in managing roles. The common thread is that they want to continue to grow and improve, which was always a goal of my own. So, I figured that, having announced my retirement at the end of 2022, I might share some thoughts on that topic with a broader audience.
———————————————————————————————————— “Slow and steady wins the race.” Aesop
Back when I was in my jobless predicament, a friend of mine worked for a personal injury firm in Philadelphia that had, in addition to its core practice, a bunch of workers’ compensation cases. This type of file was notoriously low paying, but my friend saw an opportunity for his buddy. “You know, we’ve got these cases, and we don’t make any money on them,” he said. “Why don’t you handle them? It’ll give you something to do while you figure things out.” So, I took them, and I made a few hundred bucks and sent back a 20% referral fee. They made money, the cases were handled, I put bread on the table, and everybody was happy. So, I set up shop.
At first it was just me, a secretary and a dictation machine. I would dictate and she’d work the phone. Then we’d switch roles. I’d work the phone while she typed. Word got out.
“What are you doing with these cases?” other attorneys would ask the firms sending me work. “Nothing!” they’d say, “We just send them over to Martin and we get a referral fee!” Suddenly everyone was saying, “Send them to Martin!” The more I handled, the more work came in.
The second dictation machine was a big day for the firm because I could keep dictating while my secretary typed. Initially, I was in a shared space with five other lawyers, renting my little corner of the office. Maybe a year or so into it, I got my own lease when we moved to the Lewis Tower Building in Philadelphia.
Around 1982, I added another attorney. Not because we had the money to spend, but because we couldn’t handle the volume. So it went, every couple of years: Add another attorney, bring in more volume.
There was never an “Aha!” moment of growth. Consistently and steadily, each year would be better than the year before. It just grew. Firms realized they needed to do nothing but send me the case and they’d make money on it. Eventually, of course, we got to the point where the volume and the practice became a profitable mechanism.
My takeaway for you: Can you find an area of the law where there is a need, where people need someone to represent them and where there’s not already a plethora of attorneys doing it? Even an area within another area. The second you become known for doing something that no one else can (or wants to) do, you become a go-to for that work.
————————————————————————————————————— “If we desire respect for the law, we must first make the law respectable.” Louis D. Brandeis
There may be some 50,000 active attorneys licensed to practice in Pennsylvania, but I am very much a subscriber to the Abraham Lincoln model of the small-town attorney.
After all, when you think about it, the law is still, in many ways, a small-town practice: The number of attorneys in each pool is limited and you encounter the same people in your work over and over. Rather than be an obvious adversary, why not treat them the way you want to be treated? It is easy for some to be cutthroat or go back on their word. Perhaps they believe that ferocity gives them an edge, but that has never been my style. We can still get things done when we operate honestly and respectfully. To me, reputation is everything. When people treat each other with respect, it is a more professional, collegial bar.
My takeaway for you: Be cordial and professional in front of judges. Be civil to attorneys on the opposite side of your case. We can still get things done when we operate on a level of respect.
“There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.” Sam Walton
Taking cases that no one else wanted was only part of my story. To build business, then and now, it’s pretty simple: Deliver good service. What does that mean?
It means answer the phone. Return calls. Be honest in all your dealings. Do the best job that you possibly can. Handle every case like it was for a family member.
This is true even in defeat. There were times that I would advise a client to take a settlement, but they wanted to press on. I would say, “Here is the offer, here is what I recommend.” In the end, you must do what the client directs you to do. But if you practice honesty, responsiveness and show genuine care with every client and every attorney who sends you work, you will build strong, true relationships that foster more work, more clients and more referrals. My takeaway: If something costs $1 in two different stores, but one store treats you better, that is where you will shop. Some things never change, like good customer service.
“Alone we can do so little; together we can do so much.” Helen Keller
For all attorneys and especially trial lawyers, bar association involvement is vital. It helps you build relationships and improve the health of everyone’s practice. My firm never had to formally adopt a policy that incoming attorneys get involved with a bar association because every partner is engaged on his own and sets that example, from the Pennsylvania Bar Association to the Philadelphia Bar Association, the Philadelphia Trial Lawyers Association, the Pennsylvania Association for Justice, the American Association for Justice, other trial lawyer organizations and sections within each group. I don’t mean attend a networking event or educational session. I mean get involved. Spearhead an effort. Start a committee. Influence legislation. Bar association work absolutely pays dividends to both you and your firm.
My takeaway: Make the time to work this involvement into your practice. The connections you make and the foothold it gives you to position yourself as a leader in the bar have incredible value and pay dividends for years after your involvement.
“Power is the ability to do good things for others.” Brooke Astor
As attorneys, we have an incredible capability to use our expertise for the betterment of others. Whether it’s a grassroots effort or a major charity, it is a privilege — dare I say a duty? — to contribute to a deserving cause. Think about it: The analytical mind of an attorney works in incredible ways in terms of strategy and risk management. A few hours of your time can change the future of a charity.
I have always been passionate about the environment, so early on I got involved with small environmental organizations in the
county in which I reside, including sitting on local planning commissions. In 1996, I founded the George and Miriam Martin Foundation, named for my parents, which has given more than $14 million to charitable organizations working to protect rivers and watersheds. I also serve on the board of trustees for Earthjustice, the world’s largest nonprofit environmental law firm. It is usually a David v. Goliath situation in court for us, but it is good, honest work, and I often come away with more than I ever give.
My takeaway: You truly can make the world a better place. Do not underestimate the change you can affect.
“It’s when the well runs dry we appreciate the worth of water. Don’t let your well run dry.” Benjamin Franklin
You cannot accomplish anything outlined above if you do not first take care of yourself. As an environmentalist, I enjoy being outside, so I have pursued some incredible personal adventures over the years. These outings reenergize me. They give me enthusiasm and, more often than not, a new approach to my work.
I have kayaked in Chile, Costa Rica and Turkey. I have spent close to 100 days in the Grand Canyon on the Colorado River. I took four days to summit Mount Kilimanjaro.
Do you have an interest outside of the law you can build? You need not buy a ticket to Tanzania to accomplish this for yourself. Go to the gym. Take a tennis lesson. Do something just for you and your physical and mental health. You will reap the benefits tenfold.
My takeaway: If you are not careful, you can end up giving your whole life to your practice. Do not let that happen. Give it the best part of yourself, which is the one that is fulfilled and refilled outside of that work. —————————————————————————— “The leading rule for the lawyer, as for the man of every other calling, is diligence.” Abraham Lincoln
You may note a common thread through all of the takeaways; be persistent, meticulous and conscientious. Do unto others as you would have them do unto you. Practice good works that benefit others. Take care of yourself.
We who are fortunate enough to practice the law are privileged to be a part of such an intellectually challenging and rewarding profession. I am beyond grateful for my own practice and experiences.
If you have read this far, I thank you. I hope you derive benefit from the takeaways and I wish you nothing but the success and happiness I have enjoyed. ⚖
George Martin is the founding partner of Martin Law, Philadelphia, one of the largest law firms in Pennsylvania focusing solely on workers’ compensation, Social Security disability, long-term disability and veterans’ benefits.
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