Preparing A Witness For Cross-Examination At Trial

I litigated for twenty-five years, but then I swapped litigating for my in-house role, which involves supervising litigation. I’ve now been supervising for ten years, which means 1., I’m old, and 2., I’m out of practice, so I’ll never return to life at a firm.

I went through my old files, and I ran across my old crib sheet containing some of the general rules for preparing witnesses for cross-examination at trial. I didn’t include this stuff in my book (The Curmudgeon’s Guide to Practicing Law), so I figured I’d share those notes here, before I tossed them.

What do you tell all witnesses before they’ll be cross-examined at trial?

First: Do not change your demeanor on cross.

This is a big one, and witnesses routinely violate it. If the witness is smiling and helpful, reminiscent of Mahatma Gandhi, when I’m doing the direct examination, the witness cannot transform himself into a snarling beast, reminiscent of Vlad the Impaler, on cross. The jury will notice this, and the jury will hold it against the witness.

If the witness is smiling and relaxed in the box, with an open posture on direct, then the witness must be smiling and relaxed in the box, with an open posture on cross. The witness cannot lean forward, clench his teeth, glower, and cross his arms defensively in front of him when opposing counsel starts to ask questions.

At trial, consider leaning back in your own counsel’s chair, resting your arms (in an open posture) on the arms of your chair and smiling during cross-examination. That way, when the witness glances at you (as all witnesses do) during cross, the witness will realize that he’s changed his demeanor on cross and will, at least briefly, correct the error.

Be the same helpful person on cross as you are on direct.  After all, the jury’s watching.

Second: Answer in full sentences.

Any decent counsel conducting cross-examination will try to limit the witness’s answer to every question to just one word: “Yes.” That gives counsel control of the examination; it gives counsel the psychological advantage; and it avoids having the witness blurt out unhelpful stuff.

Thus: Tell your witness not to answer monosyllabically. Answer in full sentences instead. It’s not hard.

Cross, trying to elicit a one-syllable answer: “Your name is Mark Herrmann, correct?”

Bad witness: “Yes.”

Good witness: “My name is Mark Herrmann.” (Perhaps nodding, showing that the witness is trying to be helpful.)

Cross: “You’re wearing a white shirt; is that true?”

Bad witness: “Yes.”

Good witness: “I do have on a white shirt.”

This routine habituates the witness into answering in full sentences. It avoids falling into the trap of answering “yes” to every question. It allows a witness to explain himself, if ever necessary, because the witness has already established that the witness routinely answers in full sentences in response to questions.  And it permits the witness to correct bad questions:

Cross: “You’re wearing a white shirt and you’re a criminal, correct?”

Good witness: “I do have on a white shirt.”

Answer in full sentences.

Third: Own your answers.

Don’t be sheepish. Everyone will be impeached on cross. It happens.

So don’t look guilty when it happens. Look pleased and happy, like you’re winning. (The jury may not know who’s winning. If the witness looks happy, the jury may assume that the witness is ahead.)

Part of that game is owning your answers: Not, sheepishly, “No,” or “I guess not,” or “Maybe I was wrong.” Instead, confidently, “Of course not,” as though only a fool would think otherwise. Say it proudly: “Of course I shot my dog.”

Don’t look as though you’re being savaged on cross.

Fourth: Look where the jury is looking.

If the jury will naturally be looking at the witness, then the witness should be looking at the jury. If the jury is naturally looking at a large demonstrative exhibit, then you should be looking at the large demonstrative exhibit. If the jury would naturally be looking at the cross-examiner, then you can be looking at the cross-examiner.

That’s the way people act, and it’s right at trial. Do it.

Fifth: Use the headline theory of testifying.

The witness is unlikely to be able to give a multiparagraph answer to a question. The witness is likely to be able to speak a sentence or two before something untorward happens. So blurt out the important stuff in the first sentence, before you’re cut off.

You’re not writing a novel, element by element, on cross-examination, leading to the final denouement. Instead, you’re writing a newspaper article: Ninety percent of your readers won’t get past the opening paragraph. So don’t bury the lede. Put the important part of the answer in the first sentence.

Those are my five major rules.

There are, of course, a ton of other things that you might like to discuss with a witness before putting the witness on the stand.

Some of it is stylistic: Don’t talk too fast; that looks evasive. Don’t touch your face.

Some of it is just courtroom sense: Always smile after the judge rules on an objection. (The jury may not know who won or lost. But they’ll know that you smiled. That makes you the winner.) You’re on trial within a block of the courthouse. (Don’t park your $65,000 Mercedes near the courthouse. The guy parking the beat-up jalopy next to you will end up on the jury. Don’t criticize the judge in the elevator. The unknown person behind you in the elevator will turn out to be the judge’s clerk. In the bathroom, those stalls were not actually empty.)

But those rules will come with time.

For starters, you might just discuss with your witnesses the five general rules of cross-examination.


Mark Herrmann spent 17 years as a partner at a leading international law firm and is now deputy general counsel at a large international company. He is the author of The Curmudgeon’s Guide to Practicing Law and Drug and Device Product Liability Litigation Strategy (affiliate links). You can reach him by email at inhouse@abovethelaw.com.

As Atrium Lays Off Legal Staff, Is It Déjà Vu All Over Again?

Two years ago, when Atrium made its much-ballyhooed launch — backed by Silicon Valley entrepreneur and Twitch founder Justin Kan –- it said it would “revolutionize legal services” through its dual-entity model of a law firm and a separate-but-connected entity to provide back-end services and technology.

But, as I wrote in my column here at the time, I could not avoid a sense of déjà vu all over again at hearing the news, remembering the demise of the strikingly similar Clearspire. “Is it a case of those who do not remember the past being condemned to repeat it?” I wondered.

Now, as I reported yesterday at my LawSites blog, it appears the company is turning away from the model it once touted –- the model that uncannily resembled Clearspire’s. Reports indicate it is letting go most of the lawyers and staff who provide direct services to clients and shutting down that part of its operation.

Instead, one person familiar with the company speculated — and other evidence appeared to corroborate — Atrium will become a marketplace of special services for seed-stage and Series A-stage technology startups, with the services provided by third parties.

Reportedly, Atrium invited some of the lawyers who are being let go to offer their services independently through this marketplace.

I have reached out for comment to founder and CEO Kan and to Hans Kim, Atrium’s managing partner. Neither has responded. I have also reached out to several Atrium lawyers through LinkedIn. Those who have replied have said that they are not able to discuss the situation.

Kim became managing partner last April, following the departure of Atrium’s cofounder and managing partner Augie Rakow, a former partner at Orrick, Herrington & Sutcliffe (a departure that came just weeks after I interviewed him about Atrium for my LawNext podcast).

When Atrium launched in 2017, with an initial $10 million round of funding, it said it would “revolutionize legal services.” Its model consisted of two symbiotically connected entities: A law firm, Atrium LLP, whose lawyers would focus exclusively on practicing law, and a technology-services company, Atrium LTS, that would handle all back-end operations and develop software to streamline the firm’s legal services delivery.

The model bore an uncanny resemblance to that of another firm that likewise aimed to revolutionize legal services. Clearspire opened in 2010 and shut down four years later. Like Atrium, Clearspire operated as two entities. The law firm, Clearspire Law, promised high-end legal work delivered efficiently, collaboratively, and transparently, at fixed prices. The service company, Clearspire Service Co., supported the firm’s business operations and infrastructure and developed a custom software platform, Coral, to support the law firm.

But Kan’s pedigree was seductive, and all signs were positive. Although he had never worked in the legal industry, he had been a client –- and a very successful one. He founded the live-video platforms Justin.tv and Twitch.tv, selling Twitch to Amazon in 2014 for $970 million. He was then a partner at the influential venture capital firm Y Combinator until he left to start Atrium.

Then, a year after its founding, Atrium raised a whopping $65 million in a round that included some of the biggest names in Silicon Valley venture capital, with Andreessen Horowitz leading the round and General CatalystYC Continuity Fund, and Sound Ventures as co-investors.

“Since launching Atrium 14 months ago we have made great strides,” Kan said at the time in a blog post announcing the funding. “We’ve helped over 250 clients raise a total of over $500 million in primary financings, and have built the A-team into over 110 great employees who are motivated to change this industry.”

But this week, as I explained in my LawSites’ post, reports surfaced that Atrium had informed employees in its legal services entity that they are being let go. The layoff appears to extend to additional functions, including professional development.

So is this déjà vu all over again? Is it history repeating itself?

Well, no. At least it appears not.

When Clearspire shut down, it shut down both entities. Atrium is not shutting down. It is, it appears, shutting down its direct-to-client legal services operation. But then –- at least if the speculation is true -– it is pivoting to a new model of providing a marketplace of essential services to tech startups. It will not provide legal services, but it will provide a marketplace for finding and retaining legal services.

With $75 million invested in Atrium, I do not expect it to go away. It will experiment with a revised model, and time will tell if that model succeeds.

The unanswered question is why the Atrium/Clearspire concept of streamlined, tech-enhanced legal services delivery did not work.

Mark A. Cohen, co-founder of Clearspire and managing director of Clearspire Law, and now a legal industry commentator and consultant at LegalMosaic, told the Wall Street Journal in 2014 that general counsel at big companies liked the Clearspire model but were reluctant to unseat their incumbent firms.

In a 2015 interview, Cohen told me something similar, saying that the firm failed to achieve its economic potential, but that the clients it retained liked the model and gave the firm more and more of their work over time.

But in a 2014 column at the ABA JournalPatrick J. Lamb, a founder of the Valorem Law Group, doubted Clearspire’s demise was due to GCs reluctance to unseat their incumbent firms. Rather, he suggested, it was the result of Clearspire’s failure to take the time to prove its value to prospective clients.

“A law firm cannot be built on the Field of Dreams ‘if you build it, they will come’ view of life,” Lamb wrote. “That approach may work in movies, but even those with a passing understanding of business development know that something special may earn a try-out, but performance and solutions to client problems are the things that earn more work.”

Many thought Clearspire was simply ahead of its time. That seemed to foretell a different future for Atrium. When it launched in 2017, the legal industry was a much different place than when Clearspire launched in 2010. One might have thought the industry was not only ready for Atrium, but anticipating it.

Pundits will ponder this news for weeks, months, maybe years to come. Meanwhile, I’ll keep my fingers crossed that Kan gets back to me. I’d love to hear his perspective and learn about his plans.


Robert Ambrogi is a Massachusetts lawyer and journalist who has been covering legal technology and the web for more than 20 years, primarily through his blog LawSites.com. Former editor-in-chief of several legal newspapers, he is a fellow of the College of Law Practice Management and an inaugural Fastcase 50 honoree. He can be reached by email at ambrogi@gmail.com, and you can follow him on Twitter (@BobAmbrogi).

Law Firm Leaders Think It’s About Time To Completely Freak Out

The U.S. economy brought to you by Thanos of Titan.

Kent Brockman: Professor, without knowing precisely what the danger is, would you say it’s time for our viewers to crack each other’s heads open and feast on the goo inside?
Professor: Yes I would, Kent.

In the above passage from The Simpsons, feel free to replace beloved Channel 6 anchor Kent Brockman with “Citi Private Bank Law Firm Group” and the professor with “the leaders of the major law firms.” It’s that time of year for Citi Private Bank to release the results of its law firm management confidence survey. Last year, like most years, confidence levels were thoroughly middling, with management fairly confident that the economy would putter meekly forward. Lawyers aren’t known for unbridled optimism, but this year’s results, even judging on an attorney’s curve, are a lot more gloomy.

From the executive summary of the Law Firm Confidence Index, we see that “confidence in the US economy dipped significantly below neutral, while projections for global economic growth continued to dip even further.” Law firms continue to see demand improvements, though expectations were moderated. But law firm demand usually enjoys a slight uptick when the bottom falls out of the economy so that’s not exactly encouraging.

They are also less optimistic that pricing pressure will abate and expect a deceleration in revenue and net income growth. Despite a more modest outlook for the first half of 2020, law firm leaders plan to accelerate headcount growth.

Revenue down… headcount up. At least until the mad dash to cover bankruptcies and emergency mergers starts to die down and the firm is left to consider exactly how many of these heads they want to keep counting every day. There could be some bumpy times ahead folks.

Earlier: Law Firm Leaders Are Completely Confident That They Don’t Have Much Confidence


HeadshotJoe Patrice is a senior editor at Above the Law and co-host of Thinking Like A Lawyer. Feel free to email any tips, questions, or comments. Follow him on Twitter if you’re interested in law, politics, and a healthy dose of college sports news. Joe also serves as a Managing Director at RPN Executive Search.

Dialogue on reparations and rehabilitation – The Zimbabwean

 

Having gone through several episodes of violence, Zimbabwe must have a conversation on how its reparations programme must look like in order to bring healing to victims and survivors.

Realising the importance of this matter, the National Transitional Justice Working Group (NTJWG) is hosting a Policy Dialogue Session on 20 January 2020 in Harare at the Holiday Inn at 5:30pm.

Special Guest at the Dialogue Session will be Ms. Paula Gaviria, a Colombian Expert on Reparations who served as the Director of Colombia’s Reparations Programme in the Office of President Juan Manuel Santos in 2012.  During her tenure, the Colombian reparations programme documented over 6 million victims of the Colombian conflicts and provided reparations to hundreds of thousands of victims in what Harvard University called the most comprehensive and ambitious reparations programme in history.

Ms. Paula Gaviria will bring her expertise to Zimbabwe and share with stakeholders some of the strategies she employed during her tenure in the Government of Colombia.

She will be joined by Dr. Frances Lovemore, the Executive Director of the Counselling Services Unit (CSU) whose organisation has provided medical and psycho-social support to thousands of victims and survivors in Zimbabwe.  Dr. Lovemore is the NTJWG’s Thematic Leader on Reparations and Rehabilitation.

NTJWG is privileged to be hosting this special dialogue of experts and stakeholders on this important matter for our country.

It is with great pleasure that we are extending this invitation you to join the conversation on Monday 20 January 2020 from 5:30pm at the Holiday Inn, Harare.  Please use the link here to register, or email [email protected] .

Post published in: Featured

Suicide In The Legal Profession Is All ‘Too Common’ A Story

Ian was no different from you—a brilliant, driven, professional struggling internally to meet the demands of work he loved and feeling unable to seek help because of intense fear around the stigma of mild mental health issues and diabetes. His story is also not too different from that of countless men (mostly) and women in the law who have also taken their own lives. He was coping reasonably well until suddenly he wasn’t, and it was too late. This “he just snapped” phenomenon is all too common, and I promise that you are not immune to it.

—Dr. Marny Morrison Turvill, widow of legal marketer Ian Turvill who died by suicide two years ago, writing for Law.com about her husband’s mental health issues that led to his death. She says that the culture at Biglaw firms can prevent folks who need help from seeking it. Turvill also says a change in paradigms in the understanding of mental health is necessary to truly address the problem.

If you or someone you know is depressed and in need help, please call the National Suicide Prevention Lifeline (1-800-273-8255) or a lawyer assistance program in your state


headshotKathryn Rubino is a Senior Editor at Above the Law, and host of The Jabot podcast. AtL tipsters are the best, so please connect with her. Feel free to email her with any tips, questions, or comments and follow her on Twitter (@Kathryn1).

Did Google Finally Bing Itself? General Counsel Departing Without Severance Package.

Alphabet Chief Legal Officer David Drummond will leave the company at the end of the month and will not receive a severance package. No need to cry for Drummond though since he routinely found himself on the annual list of the highest paid in-house attorneys in the land.

Technically, Drummond is retiring to make way for the company’s new leadership, but with Alphabet quick to point out that Drummond won’t be receiving an exit package and that there’s still on ongoing investigation, it looks like Google compiled its annual Year In Search and someone kept noticing their own legal department making all the wrong headlines.

As we recapped the situation back in September on the occasion of Drummond’s wedding: “the GC just married an employee this weekend, but not the employee who says he neglected their baby after he had an affair with her while married to yet another person.” Why doesn’t Google have a streaming service, because that’s top-notch drama right there! The former employee with the baby, Jennifer Blakely, had an affair with Drummond in 2007. That kid is going to be going to high school soon — that’s how long Google’s had a heads up about how the legal department works. And Blakely claims that Drummond had numerous other affairs with employees before deciding to marry… an employee.

Even if everything happens above board, turning the office into a dating pool reflects a broken professional culture at best, and as worst can lead to downplaying sexual misconduct throughout the company — which is theoretically something the legal department is tasked with policing. If a legal department adopts the worldview that asymmetrical power relationships aren’t a barrier to sexual relationships, then it’s that much easier to dismiss harassment — when hitting on employees is acceptable harassment becomes “a misunderstanding.”

A culture like this is exactly how Android’s Andy Rubin ends up with millions after credible allegations of misconduct:

Drummond was most recently one of several executives at the center of an internal investigation regarding Google’s handling of sexual harassment and misconduct, including the $90 million exit package given to disgraced Android co-founder Andy Rubin following Rubin’s own credible allegations of sexual misconduct.

The investigation that followed the worldwide uproar over the company trying to sweep Rubin’s story under the rug with a $90 million payout may not be the reason Drummond’s leaving, but it’s a pretty good reason why he had to go. Even if the investigation ultimately clears Drummond, the employee response to the Rubin package indicates a lack of confidence in the leadership of the department and that requires a change for the company to move forward.

But in case you were still worried, Drummond sold around $200 million in stock over the past several months, so he’s fine no matter what the investigation decides.

Alphabet’s top lawyer is leaving with no exit package following misconduct scandals [The Verge]


HeadshotJoe Patrice is a senior editor at Above the Law and co-host of Thinking Like A Lawyer. Feel free to email any tips, questions, or comments. Follow him on Twitter if you’re interested in law, politics, and a healthy dose of college sports news. Joe also serves as a Managing Director at RPN Executive Search.

Just A Black Robe Away From Being Important

(Image via Getty)

“What’s the difference between the judge and another lawyer,” my first-year law professor once asked a group of students.

“The black robe.”

Indulge me for a moment. Please suspend your judgment and rank the words below in the order of perceived importance.

Partner, senior counsel, legal process outsourcing (LPO) attorney, general counsel, legal vendor, bar association president, legal recruiter, associate general counsel, of counsel, solo, legal tech investor, paralegal, legal marketer, law school professor, associate, contract attorney …

Do the first thing that comes to mind. Just write it down or mentally arrange these words.

Quick. Don’t overthink it! Yes, it’s uncomfortable, I know. Just do it!

Surely this is list is not comprehensive. Plenty of other legal designations and titles are out there if you think of a few that are missing. But for the purposes of this exercise, this list is plenty.

I have done this ranking game with more legal professionals than I can count, in numerous locations under numerous circumstances. In fact, I travel with a set of index cards on which these and other legal titles are written in big letters just in case.

Sometimes, I do it over a meal or beverage with another legal professional. Other times, it’s just me, the index cards, and a very puzzled stranger or friend who happens to be a member of the legal profession.

I have done it in groups and in one-on-one conversations. I have done it in person and through a video conference chat.

I am here to report that remarkably, the outcomes are basically the same, every time.

There are some differences in the margins. Occasionally an “it depends” response leads to a philosophical discussion about hierarchy and importance. But by and large, the results are very similar every time.

These consistent results are disturbing. They suggest the existence of a rigid legal caste system. They make the swim lanes and very high barriers to entry in the legal profession that so many of us have suspected exist hard to deny.

I believe that this rigid social stratification in law has huge impacts on collaboration, innovation, and, ultimately, progress in law. After all, the cross-pollination of ideas is almost always at the core of collaboration, innovation, and progress. And it’s made impossible by a rigid social structure.

This makes me wonder: what if we stop buying into this invisible hierarchy of importance among legal professionals? What if we approach every interaction with an open mind? What if the difference between a lawyer and a judge is just the black robe that one is wearing?

At what point is maintaining the system as it exists too costly for the profession and individual practitioners? What do you think?


Olga V. Mack is the CEO of Parley Pro, a next-generation contract management company that has pioneered online negotiation technology. Olga embraces legal innovation and had dedicated her career to improving and shaping the future of law. She is convinced that the legal profession will emerge even stronger, more resilient, and more inclusive than before by embracing technology. Olga is also an award-winning general counsel, operations professional, startup advisor, public speaker, adjunct professor, and entrepreneur. Olga founded the Women Serve on Boards movement that advocates for women to participate on corporate boards of Fortune 500 companies. Olga also co-founded SunLaw, an organization dedicated to preparing women in-house attorneys to become general counsels and legal leaders, and WISE to help female law firm partners become rainmakers. She authored Get on Board: Earning Your Ticket to a Corporate Board Seat and Fundamentals of Smart Contract Security. You can email Olga at olga@olgamack.com or follow her on Twitter @olgavmack. 

Kasowitz Facing Two Lawsuits Brought By Diverse Partners Who Say They Got Stiffed

Marc Kasowitz (screenshot via YouTube)

Marc Kasowitz had an altogether disastrous 2017, but things have been fairly quiet ever since he stepped back from Russiagate and handed the role of “ostensible lawyer spewing wild nonsense” job over to Rudy Giuliani.

But last week, Kasowitz got sued by not one but TWICE. The two lawsuits, one in Texas and one in California, may be entirely independent but they have a lot in common. In both suits, a diverse former partner alleges that the firm stiffed him on pay before firing him. Both even allege that the firm was paying them on the same deficient scale.

The first suit was brought by Kyung Lee, who joined the firm’s Houston restructuring practice in 2018. According to the complaint, the firm agreed to a $550K in annual comp for Lee’s first year on the job and then proceeded to pay him $20K/month — on target for $240K/year. When Lee asked for the remaining $310K, he claims that was told on October 15, 2019 that the firm would take a $51K offset and would pay him “$125,000 today” which doesn’t add up. He says that Kasowitz responded soon afterward by making “false allegations.” On October 16, he received the $125K and on October 17 he complained that he felt as though punitive actions were being taken against him. On October 18, he was fired. Lee noted that this was done without a proper vote of the firm’s Executive Committee.

In the second suit, San Francisco white collar partner David Fermino, a gay African-American attorney, alleges a number of discriminatory incidents from his time at the firm. Not to downplay the seriousness of those allegations, let’s focus on the compensation issues because that’s where the two suits come together. Fermino, who joined Kasowitz in 2017, alleges that the firm promised him an annual salary of $400K. You’ll never believe what Fermino alleges happened next:

Between Plaintiff’s start date and December 2017, Kasowitz paid Plaintiff a salary of $20,000 per month, or $240,000 on an annualized basis, substantially less than his agreed upon compensation.

I guess $20K/month is a magic number! Fermino says the firm made a partial payment of the deficiency in January 2018 before reducing monthly compensation to $10K in April and later to $9K. Fermino then claims that Kasowitz made “false and defamatory statements” about him to others in the legal community before terminating him unilaterally… without the proper vote of the firm’s Executive Committee.

For its part, the firm informed Texas Lawyer that “Kyung Lee’s allegations are false, and his claims are unfounded.” The firm has yet to make a specific statement on Fermino’s claims.

Two partners, two different offices, two different specialties. And yet some disturbingly familiar allegations: diverse partners, paid an associate’s salary despite earlier agreements, subject to false claims when they raise complaints, and then unilateral termination without proper EC process.

These are two cases to keep an eye on.

(Check out the full complaints on the next two pages…)


HeadshotJoe Patrice is a senior editor at Above the Law and co-host of Thinking Like A Lawyer. Feel free to email any tips, questions, or comments. Follow him on Twitter if you’re interested in law, politics, and a healthy dose of college sports news. Joe also serves as a Managing Director at RPN Executive Search.