At trial you want to take hold of your jurors’ attention and keep it. You want jurors to feel what you want them to feel - empowered to right a wrong - inspired to reach a just verdict a case like yours requires. To do that your trial must be based on facts (See JHPII Talks re “Facts”). Not conclusions. To help jurors relive those facts, you must retell those facts using the 5 senses - what you can see, hear, smell, taste and touch, stripping away all the oft-times intertwined opinions, interpretations, and judgments. Retelling your facts based on the 5 senses enables jurors to relive the facts of your case as if they were there. It is the most powerful tool you have as a trial lawyer to help jurors experience first-hand the facts of your case, and inspire them to act.

Trying your case is like recreating scenes that show, rather than tell, your story. Think of your trial as a series of sequential story boards. Pictures on those boards created with words and witnesses and voicemails and emails and papers and ledgers and medical appliances and policies and procedures and demonstratives discovered to recreate your client’s story and get your jurors excited about helping you right a wrong. 

Good trial lawyers sound like people. Not like lawyers. At trial you want to be calm, relaxed and in complete control. To be calm, relaxed and in complete control you must be confident in what you are about to do. To be confident in what you are about to do, you must practice. While all hell may break loose at trial, have at least 80% down cold before your trial begins. Practice what you’re going to say and how you’re going to say it. Since you’ll use words to try your case, today’s talk is about a couple of word basics. After choosing your words and putting in the work, trying your case will feel as natural to you as walking down a path. A path that, for now at least, you’ve chosen.  

Facts are much more than “the placenta tore away from the uterine wall,” or “this ambulance company overcharged the government by over $8,000,000,” or “the light was red.” Systemic and systems-based issues – why this happened – and the pain that what happened here caused - are oft-times more subtle.

General to specific. For instance, you may want to begin your opening something like this. “I’d like to take you back to January 3, 2018. Wednesday. 3 that afternoon. Here in New York. E Harlem. Metropolitan Hospital Center. Labor and delivery Dept. A patient . . .” General to Specific. Or this, “Today I’m going to tell you the story of a 13-year-old girl . . .” “. . . Do you know who she is?” General to specific.

Setting out on a journey without knowing where you’re going creates fear, uncertainty, and increased risk. As a trial lawyer when you take a case, you must begin with your end in mind. You must decide at the outset what you want to see happen - how you want your case to end. To begin with your end in mind. Once you do that, the path you’ll take to get there will come into focus. Your steps along that path will be well defined. You’ll be calm, relaxed and in complete control of yourself and your case.

You’re standing in the middle of the courtroom. It’s hot. You feel the perspiration start to bead a little on your temples. Your collar is starting to feel a bit damp too. You just spent the last 3 days picking a jury. You had to fight through countless objections and a judge that firmly believes jury selection should never take more than 3 hours no matter what the case. As deferential as you know you must be, you know too there is far too much at stake here for that.

When preparing your case for trial, focus on your path.  It’s no different from focusing on your path in the forest.  You chose your path through the forest because it will take you where you want to go.

However Big You’re Thinking, Think Bigger. Apply this to everything you do in life. To everything you do as a trial lawyer, too. As a trial lawyer, start when someone comes to you for help. Start there. The cases we handle are rarely isolated instances. The cases you handle are likely rarely isolated instances too.

When hospital leadership repeatedly cuts costs to maximize shareholder wealth, a hospital may no longer be safe. While the hospital company shareholders may receive a higher return on their investment and its leadership may make more money, complicit physicians may be endangering their patients and no longer complying with their professional oath.