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By Root 104 0

the First World War, four Prime Ministers—Campbell-Bannerman, Asquith, Lloyd George and Baldwin—each entrusted Churchill with contentious issues, having a high regard for his negotiating and persuasive skills. The experience he gained was considerable. In 1911 he had been a pioneer of industrial conciliation and arbitration at a time of intense labour unrest. In 1913 he had led the search for an amelioration of Anglo-German naval rivalry. In 1914 his duties as First Lord of the Admiralty (the post he was to hold again on the outbreak of war in 1939) included both the air defence of London and the protection of the Royal Navy and merchant shipping from German naval attack. In 1917 he was put in charge of munitions production in Britain at a time of the greatest need and strain. In 1919 he devised, as a matter of urgency, a system of demobilization that calmed the severe tensions of a disaffected soldiery. In the early 1920s he had been at the centre of resolving the demands of Irish Catholics for Home Rule and of the first—and effectively the last—border delineation dispute between Southern Ireland and Ulster. At the same time, he had undertaken the complicated task of carrying out Britain’s promise to the Jews of a National Home in Palestine after the First World War.

This experience of dealing at the centre with Britain’s major national needs, during more than three decades, gave Churchill a precious boon from the first days of his premiership. It also provided him with many specific pointers to war direction. A quarter of a century before he became Prime Minister, he had seen the perils that accompanied the evolution of war policy when there was no central direction. He had been a member of the War Council in 1914, when the Prime Minister, Asquith, had been unable to exercise effective control over the two Service departments—the army and the navy. To redress this problem, on becoming Prime Minister in May 1940, Churchill created the post, hitherto unknown in Britain, of Minister of Defence. Although the new Ministry had no departmental structure as such, it did have a secretariat, headed by General Hastings Ismay, who served, with his small staff, as a direct conduit between the Prime Minister and the Chiefs of Staff—the respective heads of the army, navy and air force. This structure enabled Churchill to put forward his suggestions directly, and with the utmost directness, to those who would have to accept or reject, modify and implement them.

The organization of his wartime premiership was a central feature of Churchill’s war leadership. That organization took several months to perfect, but from his first days as Prime Minister and Minister of Defence he worked to establish it, and to create in the immediate ambit of 10 Downing Street an organization that would give the nation strong and effective leadership. At its core was the close relationship between Churchill and the three Chiefs of Staff. Their frequent meetings, often daily, enabled him to discuss with them the many crises of the war, to tackle the many emergencies, and to decide on an acceptable common strategy. Working under the Chiefs of Staff, and in close association with Churchill through the Ministry of Defence, were two other essential instruments of military planning: the Joint Planning Staff (known as the “Joint Planners”) and the Joint Intelligence Committee.

Other essential elements of the organizational side of Churchill’s war leadership evolved as the need arose, among them the Production Council, the Import Executive, the Tank Parliament, the Combined Raw Materials Board (an Anglo-America venture), the Anglo-American Shipping Adjustment Board, and the Battle of the Atlantic Committee of the War Cabinet. And always to hand was the apparatus of Intelligence gathering, assessment and distribution, controlled by the Secret Intelligence Services headed by Colonel (later General) Stewart Menzies, with whom Churchill was in daily communication. In his Minutes to Menzies, Churchill made whatever comments he felt were needed on the nature, implications