David Lat has this offering today on tips from Paul Clement, a prominent Supreme Court advocate. David Lat, 3 Tips For Appellate Advocates—From Paul Clement (Original Jurisdiction 1/29/26), here. The first tip is: 1. Listen, listen, listen. Lat expands on that tip, quoting another prominent transactional lawyer: “a critical skill for attorneys of all types is “the ability to listen, whether to your client or to the other side, so you really understand what is going on.” Of course, that was from a transactional lawyer. The point I want to address here for appellate lawyers is listening to the court and the opposing counsel. That is what Lat describes in detail in the blog.
I have shared an anecdote previously from my DOJ Tax Appellate experience about how listening closely to the interaction of the Appellate Panel with the Appellant’s counsel during the opening argument can inform how I make the appellee argument. Second Circuit NonTax Opinion on Glitches in the Appellate Process with JAT War Story (9/11/22), here.
The key point is that both the Appellant’s lawyer and the Appellee’s lawyer have to go into oral argument with a planned argument outline. Then the lawyers need to adapt based on what happens at oral argument, even casting aside their planned presentation that they worked so hard on; the hard work is not wasted because it should help the Appellate Lawyer roll with the punches. I would say that I rarely completed an oral argument going through the outline I prepared going in. I went one time to the Ninth Circuit in San Francisco and, although I had an outline and had worked hard, it was clear from the interaction of the Appellant attorney and the Panel, that I could not add anything of real value to the Panel, so I just said that it was clear the Panel understands the parties positions, so if there were no questions, the Government rested. I did something similar in my first Appellee oral argument in the Second Circuit where it was clear to me the Panel was not really engaged in my argument and appeared to be reading something else (perhaps the briefs or the clerk's memo on the next case) at the bench. So, after about 4 minutes of a 30-minute argument, I brought my argument to a close. I was disappointed because I want to display my oral advocacy, but I made the right decision.
In this sense, oral argument may be analogized to battle planning in wartime: one must have the plan going one but one must always be alert to modify or divert from the plan to deal with the battle as it actually engages.
I asked Gemini AI about the war plan analogy:
The Prompt: war plans when the actual battle engages
Gemini Response:
When the actual battle engages, pre-war plans (often called Operation Plans or OPLANs) typically transform from static, detailed documents into flexible frameworks that are frequently altered, or in many cases, abandoned entirely in favor of immediate tactical, "on-the-ground" decision-making. This phenomenon is famously captured by Helmuth von Moltke the Elder's maxim: "No plan of operations extends with any certainty beyond the first encounter with the main body of the enemy".
Here is how war plans function when battle begins:
1. From Rigid Plans to Dynamic Adaptation
- Initial Shock: The moment the first shot is fired, the meticulously crafted plans face reality, usually resulting in the need for immediate, rapid adjustments.
- "Fighting by Ear": Commanders shift to relying on tactical, real-time intelligence (reconnaissance, drone feeds, troop reports) to make decisions.
- The "Planning" vs. "Plans" Distinction: As Dwight D. Eisenhower observed, "Plans are worthless, but planning is everything." The value lies in the preparation, knowledge of capabilities, and training that allow commanders to adapt, not in sticking to a rigid script.
2. Levels of Command
- Strategic Level (High Command): Focuses on overarching objectives, maintaining the will to fight, and managing national resources.
- Operational/Tactical Level (Battlefield): Focuses on managing the immediate chaotic environment through combat drills,, adapting to enemy reactions, and controlling local terrain.
3. How Plans Change in Battle
- Contingency Execution: Pre-planned "branches and sequels" (alternative actions) are activated based on how the enemy reacts.
- Battle Drills: Small units often rely on rehearsed "battle drills"—standardized responses to common tactical scenarios (e.g., encountering a roadblock)—rather than new, on-the-spot plans.
- Iterative Process: Plans are constantly remade and readjusted based on new intelligence and changing battle conditions.
4. Key Factors Influencing Changes
- Enemy Actions: The enemy's, own, and often unpredictable, reactions are the primary factor forcing change.
- Human Will: Battles are often decided by breaking the enemy's will to fight rather than just destroying their assets.
- Logistics & Sustainability: The ability to keep units supplied and functional becomes more critical than the initial attack plan.
In essence, a war plan gets you into the battle, but success is decided by the ability to adapt to the chaos that follows.