international tour, the “Welles Mission,” to meet with leaders in Berlin, London, Rome, and Paris, to gauge political conditions in Europe. Among those he visited was Churchill, then first lord of the Admiralty. Welles wrote about the encounter in his subsequent report: “When I was shown into his office Mr. Churchill was sitting in front of the fire, smoking a 24-inch cigar, and drinking a whiskey and soda. It was quite obvious that he had consumed a good many whiskeys before I arrived.”
The main source of skepticism about Churchill, however, was America’s ambassador to Britain, Joseph Kennedy, who disliked the prime minister and repeatedly filed pessimistic reports about Britain’s prospects and Churchill’s character.At one point Kennedy repeated to Roosevelt the gist of a remark made by Chamberlain, that Churchill “has developed into a fine two-handed drinker and his judgment has never proved good.”
Kennedy, in turn, was not well liked in London. The wife of Churchill’s foreign secretary, Lord Halifax, detested the ambassador for his pessimism about Britain’s chances for survival and his prediction that the RAF would quickly be crushed.
She wrote, “I could have killed him with pleasure.”
C HAPTER 4
Galvanized
I N HIS FIRST TWENTY-FOUR HOURS in office, Churchill revealed himself to be a very different kind of prime minister. Where Chamberlain—the Old Umbrella, the Coroner—was staid and deliberate, the new prime minister, true to his reputation, was flamboyant, electric, and wholly unpredictable. One of Churchill’s first acts was to appoint himself minister of defense, which prompted an outgoing official to write in his diary, “Heaven help us.” The post was a new one, through which Churchill would oversee the chiefs of staff who controlled the army, navy, and air force. He now had full control of the war, and full responsibility.
He moved quickly to build his government, making seven key appointments by noon the next day. He kept Lord Halifax as foreign secretary and, in an act of generosity and loyalty, also included Chamberlain, naming him lord president of the council, a post with a minimal workload that served as a bridge between the government and the king. Rather than evict Chamberlain immediately from the prime ministerial residence at No. 10 Downing Street, Churchill resolved to continue living for a while at Admiralty House, his current home, to give Chamberlain time for a dignified exit. He offered Chamberlain an adjacent townhouse, No. 11 Downing, which Chamberlain had occupied in the 1930s while chancellor of the exchequer.
A new electricity surged through Whitehall. Subdued corridors awoke. “It was as though the machine had overnight acquired one or two new gears, capable of far higher speeds than had ever before been thought possible,” wrote Edward Bridges, secretary to the War Cabinet. This new energy, unfamiliar and disconcerting, coursed through all bureaucratic strata, from the lowest secretary to the most senior minister. The effect within No. 10 was galvanic. Under Chamberlain, even the advent of war had not altered the pace of work, according to John Colville; but Churchill was a dynamo.To Colville’s astonishment, “respectable civil servants were actually to be seen running along the corridors.” For Colville and his fellow members of Churchill’s private secretariat, the workload increased to hitherto unimagined levels. Churchill issued directives and commands in brief memoranda known as “minutes,” which he dictated to a typist, one of whom was always on hand, from the moment he awoke until he went to bed. He raged at misspellings and nonsensical phrases caused by what he deemed to be misattention, though in fact the challenge of taking dictation from him was made all the harder by a slight lisplike speech impediment that caused him to muddy his s ’s.In the course of transcribing a twenty-seven-page speech, one typist, Elizabeth Layton, who