I’ve Been Reading…
1666 Plague, War and Hellfire: Rebecca Rideal (2016: p. 180-186) John Murray/Hachette UK, London
Put In
Too high to help? Too important to do dirty or dangerous work? Even when a leader “has others” to do the hard stuff a strong leader takes the lead and sets the example. Showing the way is more powerful than telling the way.
Work Through
Known as the “Merry Monarch” King Charles II, with quite the reputation for a being “ladies man”, was not renowned for adventure and daring exploits. Then, in 1666, there was the Great Fire of London and he had to pull up his breeches and deal with his burning Capital. Come the hour, come the man, and KC2 steps up and steps out.
In the earliest of morning moments of Sunday the 2nd of September, sometime between 1 and 2, a fire starts in the Pudding Lane bakery of Thomas Farriner. Rideal tells us that “London knew fires: they happened frequently with varying severity”. London did not, however, know inferno! What followed was a fire-storm of such intensity that over the next four days the homes of 70,000, of the city’s 80,000 population, would be destroyed.
The intensity of the conflagration was captured by two eye-witnesses: Samuel Pepys wrote of “an infinite great fire taking hold of the southern part of the city” and John Evelyn describes the: “thunder of impetuous flames, the shrieking of women and children, the hurry of people, the fall of towers, houses and churches”.
Rideal tells us that “rather than put a collective effort into suppressing the fire, Londoners prioritised their own individual needs by carrying personal goods away from the danger zone”. It would appear, however, that any attempt to fight the fire would have been futile: “with an endless supply of wood and rubbish, and an easterly wind, Londoners were stunned by its ferocity and confounded by its scale” declares Rideal.
“Not ignorant of what a loss of London might do to his hold on authority”, Charles knew that protecting London was key to controlling England. Thus, overriding the jurisdiction – and particularly weak and indecisive leadership – of the city’s Lord Mayor, Thomas Bludworth, King Charles put his brother, James, the Duke of York, (the future King James II) in charge of saving the city. “For all of his faults, and there were many,” says Rideal, “the duke possessed the type of dogged confidence that people could easily follow during times of great strife. Leading by example, he rode through the city offering encouragement and active help to those attempting to extinguish the fire. His presence appears to have allayed the panic and disorder that was on the brink of breaking out”.
Somewhat expected of a subordinate following royal orders, one might think, but then Rideal goes on to report of the King himself: “all day the king rode with the Duke of York across town with very few attendants. Joining those attempting to extinguish the fire, he laboured in person, rewarded and encouraged the firefighters… The royal brothers were a visible presence and seen by many.”
Take Away
If a King (or crown prince, even) can get off his throne to help bail out a burning building or two then I can get of my chair and pitch in when the heat is on, too!
When the mess hits the mechanisms, where am I? A strong leader will not sail above his people giving orders but will stand beside them giving encouragement. He will not sit back and tell them what to do but stand up and show them how to do. A leader is never “too high to help” and leadership is not a position of being “over” a team but a disposition of being “with” a team.
Live | Learn | Lead
