is a strange thing what a vast part the COS [committee] takes in the running of the war and how little it is known or its functions appreciated! The average man in the street has never heard of it.’
For any minister or service chief successfully to influence the prime minister, it was essential that he should be capable of sustaining himself in argument. Churchill considered that unless commanders had stomach to fight him, they were unlikely to fight the enemy. Few found it easy to do this. Admiral Sir Dudley Pound, the First Sea Lord, was one of many senior officers who cherished ambivalent attitudes towards Churchill: ‘At times you could kiss his feet, at others you feel you could kill him.’ Pound was a capable organiser whose tenure as chairman of the chiefs until March 1942 was crippled, first, by a reluctance to assert his own will against that of the prime minister, later by worsening health. Captain Stephen Roskill, official historian of the wartime Royal Navy, believed that Pound was never a big enough man for his role. The admiral had doubts about his own capacities, and once asked Cunningham whether he should resign his post. Churchill bears substantial blame for allowing Pound to keep his job when his failing body, as well as inadequate strength of character, had become plain. It was fortunate for the Royal Navy that the admiral had some able and energetic subordinates.
Admiral Sir Andrew Cunningham, the Mediterranean C-in-C who succeeded Pound when he became mortally stricken, was frustrated by his own inarticulacy: ‘I…have to confess to an inherent difficulty in expressing myself in verbal discussion, which I have never got over except on certain occasions when I am really roused…I felt rather like a spider sitting in the middle of a web vibrating with activity.’ Soon after Cunningham took up his post at the Admiralty, one Saturday afternoon the telephone rang at his Hampshire home. The prime minister wanted to talk on the scrambler. Cunningham explained that he possessed no scrambler. Churchill said impatiently that a device would be installed immediately. The admiral and his wife were kept awake until engineers finished their task at 1 a.m., when a call was duly put through to Downing Street. The prime minister was by then asleep. Cunningham, considerably cross, was told that the emergency had passed.
Air Chief Marshal Sir Charles Portal, who assumed direction of the RAF in October 1940, was widely considered the cleverest of the chiefs of staff. ‘Peter’ Portal displayed notable diplomatic gifts, especially later, in dealing with the Americans. Like many senior airmen, his principal preoccupation was with the interests of his own service, and above all its bomber offensive. His personality lacked the bright colours, his conduct the anecdotage, which enabled a man to shine at dinner tables or in the historiography of the war, but Ismay’s key subordinate Brigadier Leslie Hollis paid tribute to Portal’s incisive mind and infectious calm: ‘I never saw him ruffled,’ said Hollis, ‘even under vicious and uninformed attacks on the Air Force. He would sit surveying the critic coldly from beneath his heavy-lidded eyes, never raising his voice or losing his temper, but replying to rhetoric with facts.’ The army was envious of the skill with which Portal exercised his influence upon the prime minister, often more successfully than the CIGS. Gen. Sir John Dill was liked and respected by his colleagues, but by the summer of 1941 he was deeply scarred by the failures of his service; his fires were flickering, his self-confidence had ebbed. Chiefs of staffs’ meetings throughout 1941-42 were pervaded by consciousness of the army’s inability to deliver victories, and of the prime minister’s consequent disaffection towards its leaders.
Major-General Hastings ‘Pug’ Ismay, throughout Churchill’s premiership his chief of staff as Minister of Defence and personal representative on the chiefs of staff committee, was sometimes criticised as a courtier, too acquiescent to his master’s whims. John Kennedy, for instance, disliked Ismay: ‘I am thankful I have so little to do with him…Ismay is such a devotee of PM’s that he is a danger. He said the other evening in the club “if the PM came in & said he’d like to wipe his boots on me, I’d lie down & let him do it. He is such a great man everything should be done for him.” This is a dangerous attribute for a man who has such an influence on military advice.’
Yet this was a minority view. Most people—ministers, commanders and officials alike—respected Ismay’s tact and discretion. He perceived his role as that of representing the prime minister’s wishes to service chiefs, and vice versa, rather than himself acting as a prime mover. He never offered strategic advice because he believed, surely rightly, that this would usurp the chiefs’ functions. He was a superb diplomat, who presided over a small staff of which the principal members were Hollis, who had served as a Royal Marine officer aboard a cruiser at the 1916 battle of Jutland, and the brilliant, austere, bespectacled Colonel Ian Jacob, a field marshal’s son. Ismay himself was usually to be found in the prime minister’s anteroom, while the secretariat was based in Richmond Terrace, around the corner from Downing Street. There, Jacob established the Defence Registry, which logged every incoming signal from commanders in the field, including those addressed to the chiefs of staff. Whatever mistakes were made by the British high command, however acute became personal tensions between the prime minister, his generals, admirals and air marshals, throughout Churchill’s war premiership, the highest standards of coordination, staff discipline and exchange of information prevailed between Downing Street and the service ministries.
On the civil side, the prime minister was served by a remarkable group of officials. Cabinet Secretary Sir Edward Bridges preserved an enthusiasm for cerebral diversions, even amid the blitz. He presided over self-consciously intellectual debates in the Downing Street staff mess at supper, such as one in pursuance of the theme ‘Is there any evil except in intent?’ Bridges had the additional merit that he was as passionately committed as the prime minister to victory at any cost, and in June 1940 rejected out of hand proposals to establish skeleton Whitehall departments in Canada, against the eventuality of German occupation of Britain.
The Downing Street staff understood, as some outsiders did not, that while the prime minister’s regime might be unusual, it was remarkably disciplined. Minutes were typed and circulated within an hour or two of meetings taking place, even after midnight. The private secretaries—for most of the war Leslie Rowan, John Martin, Tony Bevir and John Colville—worked in shifts through the day and much of the night. ‘The chief difficulty is understanding what he says,’ wrote Martin in the early days of his service, ‘and great skill is required in interpreting inarticulate grunts or single words thrown out without explanation. I think he is consciously odd in these ways.’ Colville, as a young patrician—he was the grandson of Lord Crewe—who had also attended Harrow, Churchill’s old school, basked in paternalistic indulgence from his master. His social self-assurance, indeed conceit, enabled him to gossip among potentates at the prime minister’s dinner table without awe, though his role was only that of a humble functionary. As a diarist Colville fulfilled a priceless historical function as chronicler of the prime minister’s domestic routine.
Churchill’s personal followers inspired mistrust outside the ‘secret circle’, and sometimes inside it also. There was frequent criticism of his willingness to indulge old friends and family connections in significant posts. Later in the war, his son-in-law Duncan Sandys made himself deeply unpopular as a junior army minister. Alan Brooke swore that he would resign if, as was rumoured likely though it never became a reality, Sandys was promoted to become Secretary for War. It was often asserted that Beaverbrook, Cherwell and Brendan Bracken were unsuitable intimates for the prime minister, just as important Americans resented Harry Hopkins’s relationship with Roosevelt. Yet in judging Churchill’s chosen associates, the only relevant issue is whether acolytes—the so-called ‘cronies’—improperly influenced his decisions.
Beaverbrook was the most wilful and intrusive. Whether in or out of office, he occupied an astonishing amount of
