Churchill (12 page)

Then slowly, but with gathering speed, opinion swung against Munich, Chamberlain, and the whole appeasement policy. It was Hitler’s actions rather than Churchill’s oratory which did it. In January 1939 Hitler took the decision to build an immense fleet of battleships, 3 battle cruisers, 4 aircraft carriers, and no less than 249 submarines. So far as Britain was concerned this was a declaration of war. On March 15 he invaded the remains of Czechoslovakia and annexed them, exactly as Churchill had said. A week later he began to threaten Poland. In April, Mussolini, satisfied that democracy was dead and that “the age of force had arrived,” invaded and annexed Albania. In Spain, the military chiefs led by Franco and assisted by Hitler and Mussolini defeated the republican government. Britain and France guaranteed Poland against invasion, and Chamberlain made feeble attempts to draw Russia into a defensive alliance against Hitler. But Hitler easily trumped that and sent his agents to Moscow to sign a pact with Stalin, under which Poland was to be divided between Nazis and Communists, and Russia given a free hand to annex the Baltic states. This was August 1939. The Nazi invasion of Poland followed inevitably on September 1, and Britain and France declared war two days later. Within a month Poland had been swallowed up by the two totalitarian powers.

Since July enormous and puzzling posters had appeared on prominent London sites, asking in giant letters, “What Price Churchill.” The man responsible, an advertising agent, later said, “I wanted to get people thinking about the reinstatement of Churchill.” In fact it happened swiftly once war was declared. Churchill was invited to accept his old post of first lord of the Admiralty, and he did, together with a seat in a war cabinet of six. He wrote: “A very strong sense of calm came over me, after the intense passions and excitements of the last few days. I felt a serenity of mind and was conscious of a kind of uplifted detachment from human and personal affairs.” This was remarkable considering the problems facing him. The year before he had sustained another disaster on the New York Stock Exchange, putting him deeply into debt and forcing him to offer Chartwell up for sale. He was saved by a large and generous interest-free loan from Sir Henry Strakosh, who paid over £18,162.1.10 to Churchill’s stockbroker. At the Admiralty he faced countless problems produced by neglect and inertia over many years and by Chamberlain’s folly—the Anglo-German Naval Treaty, which Hitler had ignored when it suited him, but which Britain had scrupulously observed, and the agreement Chamberlain had signed with De Valera making the “Treaty ports” no longer available to Britain’s anti-U-boat forces.

Despite rumors by his enemies that he was “looking old” and “past it,” Churchill worked fanatically hard—out on inspections most days, “Naval Conference” from 9 :00 to 11:00 p.m., then dictating late into the night. On September 24 he recorded: “During the last three weeks I have not had a minute to think of anything but my task. They are the longest three weeks I have ever lived.” Clemmie wrote: “Winston works night and day. He is well, thank God, and gets tired only if he does not get his 8 hours’ sleep—he does not need it at a stretch, but if he does not get that amount in the 24 he gets weary.” One of his staff, Kathleen Hill, testified, “When Winston was at the Admiralty the place was buzzing with atmosphere, with electricity. When he was away on tour it was dead, dead, dead.” On September 26 he made his first big speech since returning to office. It was a notable success. Harold Nicolson, the parliamentary diarist, recorded: “His delivery was really amazing and he sounded every note from deep preoccupation to flippancy, from resolution to sheer boyishness—one could feel the spirits of the House rising with every word.” Five days later he gave an equally successful broadcast to the nation—the first time he used the radio to stir the public. From the blue came a private letter from Franklin D. Roosevelt, offering friendship. Churchill seized eagerly on it to open up a correspondence with the American president which produced over a thousand letters in the next six years and was of incalculable value in bringing Britain and the United States closer, and in transforming U.S. factories and shipyards into workshops for the anti-Nazi crusade.

Hard as Churchill worked, however, he had little power in the general conduct of the war, which languished in inactivity—it was known as “the Phony War”—leaving the initiative to Hitler. In April 1940 the Nazis struck at Denmark and Norway, in May at Holland and Belgium. None put up a fight. The British intervention in Norway was a failure, despite Churchill’s efforts. The army proved no good at combined operations, the RAF could not operate so far from its bases, and the Germans controlled the air. German naval losses were heavy: three cruisers and ten destroyers lost, two heavy cruisers and a pocket battleship put out of action. This had the effect later in the summer of helping to dissuade Hitler from a direct invasion of England. On the other hand, in the long term it meant virtually the whole of the western coast of Europe was available for U-boat bases.

It was soon clear that the Norwegian campaign was a disaster, and on May 7-8 the Commons held an impromptu inquest, what became known in history as “the Norway debate.” It has been recognized as the most important held in Parliament in the twentieth century. Churchill’s speech was the only one made for the government which showed conviction, hope, and resolution for the future. He scrupulously refrained from criticizing his colleagues, especially Chamberlain, even by implication. But it was clear that he was the only minister making sense. Chamberlain was attacked from all sides, one senior Tory quoting Cromwell: “You have sat too long for any good you have been doing. Depart, I say, and let us have done with you. In the name of God, go.” Lloyd George said it was the most dramatic climax of a speech he had ever heard. In the vote, the government majority fell from its usual 213 to 81. Many Tories voted against it and there were still more abstentions. Chamberlain decided to resign. It now became obvious there would have to be an all-party coalition. Labour made it clear that it would accept only Halifax or Churchill as leader. Churchill, for once, kept his mouth shut and let others do the talking. King George VI, a conventional man brought up to regard Churchill as a menace, favored Halifax, the establishment candidate. But Halifax ruled himself out: he could not, he said, run a crisis government from the House of Lords. By 6:00 p.m. on Friday, May 10, Churchill got the job he had worked for. Twelve hours earlier the Germans had begun the decisive campaign against France. Early reports were bad as Churchill was forming his cabinet. He did not get to bed till 3:00 a.m. But his courage was high. He recorded:

Supreme Power and Frustration

A
s prime minister and minister of defense, Churchill held power “in ever growing measure,” as he himself put it, from May 1940 to July 1945. Probably no statesman in British history had held power for so long in so concentrated and extensive a form. So the first question to ask is: Did Churchill personally save Britain? Was his leadership essential to its survival and eventual victory?

The question is best answered by examining the factors and virtues which operated in his favor—some determined by objective events, others by his own genius and exertions. They were tenfold. First, as a civilian leader, Churchill benefited from a change of national opinion toward the relative trustworthiness of politicians and service leaders—“frocks and brass hats,” to use the phrase of his youth. In the First World War, reverence for brass hats and dislike of frocks made it almost impossible for the government, even under Lloyd George at his apotheosis, to conduct the war efficiently. As Churchill put it: “The foolish doctrine was preached to the public through innumerable agencies that generals and admirals must be right on war matters and civilians of all kinds must be wrong—inculcated billionfold by the newspapers under the crudest forms.” Lloyd George had the greatest difficulty in sacking any senior figure in uniform and could never take the risk of sacking Haig, the army supremo on the western front, much as he would have liked to.

By World War II, the truth about the mistakes of the brass hats in the earlier conflict had sunk so deeply into the national consciousness that the position had been almost reversed. There was no war hero until Montgomery made himself one late in the conflict by his own victories. Churchill by contrast came to power with the reputation of having been right throughout the thirties, and was now proved right by the danger in which Britain found herself. He never had to hesitate, except for genuine reasons, before sacking a general, even a popular one like Archibald Wavell, the British commander in Egypt. He felt his authority and exercised it: he was seen walking up and down the empty cabinet room once, after a major sacking, saying aloud, “I want them all to feel my power.” Churchill was overwhelmingly admired, even loved, but also feared.

Second, the concentration of power in Churchill’s person, with the backing of all parties, meant that there were never any practical or constitutional obstacles to the right decisions being taken. He always behaved with absolute propriety. He told the king everything and listened to all he said: within months George VI had swung right round in his favor and wrote, “I could not possibly have a better Prime Minister.” He also observed all the cabinet procedural rules. Above all, he treated Parliament, especially the House of Commons, with reverence and made it plain he was merely its servant. These were not mere formulae. Insofar as Churchill had a religion, it was the British constitution, spirit and letter: Parliament was the church in which he worshipped and whose decisions he obeyed. All this balanced and sanctified the huge power he possessed and exercised. Unlike Hitler, he operated from within a structure which represented, and was seen and felt to represent, the nation. He was never a dictator, and the awful example of Hitler was ever present before him to prevent him from ever acting like one. This was particularly important in his relations with his service chiefs, such as General Alanbrooke, Admiral Cunningham, and Air Marshal Portal. He and the cabinet took the decisions about the war. But the way in which they were executed was left to the service chiefs. Churchill might cajole and bully, storm and rant, but in the end he always meticulously stuck to the rule and left the responsible senior chiefs to take the decisions. This was the opposite of Hitler’s methods, and one principal reason why he lost the war. In another key respect Churchill did the opposite of Hitler: all his orders, without exception, were in writing and were absolutely clear. When issued verbally they were immediately confirmed in written form. All Hitler’s orders were verbal and transmitted by aides: “It is the Führer’s wish . . .” Churchill’s system of clear written orders, and his punctiliousness in observing the demarcation lines between civilian and military responsibility, is one reason the service chiefs were so loyal to him and his leadership, and indeed revered him, however much his working methods—especially his late hours—might try their patience and bodies.

Third, Churchill was personally fortunate in that he took over at a desperate time. The sheer power of the Nazi war machine, against which he had warned, was now revealed. The worst, as it were, had happened, was happening, or was about to happen. He was able to say in perfect truth, just after he took power (May 13, 1940), “I would say to the House, as I said to those who have joined the government, ‘I have nothing to offer but blood, toil, tears and sweat.’ ” He added, in the same speech, that his aim was quite simple and clear: “Victory at all costs, victory in spite of all terror, victory, however long and hard the road may be; for without victory there is no survival.” The last words were of deadly significance, and felt to be so. For Britain was not facing defeat in the sense that it had been defeated in the American War of Independence. It was facing extinction as a free country. Ordinary people were made to feel that. On Churchill’s orders, the national anthems of the Allies were played on the BBC before the 9:00 p.m. news every Sunday. There were seven of them, six already defeated, occupied, and under the total control of the Gestapo. Soon, France joined the losers. Churchill certainly did all in his power to save her, paying five perilous visits to consult with her disintegrating, scared, and defeatist government and service chiefs. He would not, however—and rightly—go beyond a certain point. He was prepared to offer France a union of the two states, a most imaginative and adventurous idea, characteristic of his fertility. He was not willing, however, to comply with their request to send all of Britain’s precious fighter squadrons to France in a despairing effort to stem the Nazi blitzkrieg. That, he said, would be “hurling snowballs into Hell.” Instead, as France lurched toward dishonorable surrender and puppet status under Marshal Pétain, Churchill concentrated on getting the British Expeditionary Force safely back home. And he succeeded. Nine-tenths were rescued from Dunkirk, and many Allied soldiers with them, more than three hundred thousand in all, brought back by an improvised armada of ships, great and small, including pleasure cruisers and fishing boats, which gave picturesque color and even romance to the story, a typically British tale of snatching victory from the jaws of defeat. Thus within a month of taking office, amid the unmitigated catastrophe of France’s fall, Churchill was able to report a British victory—Dunkirk—and to speak glowingly of “the Dunkirk spirit.” It was in a sense a bogus victory, for the troops had been forced to leave their heavy equipment behind, and in many cases even their rifles, which they had smashed before embarking. But Dunkirk nevertheless gave a huge boost to British morale: now that Churchill was in charge, the people felt that, far from plunging further down into the abyss, the country was moving upward, if only an inch at a time.