Friday Five: Everybody Wants to Rule the World

As part of the highly informative kings and queens of Scotland at Stirling Castle exhibition, there was a section entitled: Dos and Don'ts of Kingship. This was a straightforward checklist for any would-be ruler, which I thought I would share with you here.

5 Dos and Don'ts of Kingship:

1. Assert Your Authority: As the kingdom became more stable, kings assumed greater power and responsibility. Do confront nobles who have grown too powerful - James II was only six when he inherited the crown. He was a pawn in the hands of the Livingston and Douglas families, who used their control of him to gain power and land. At 18 the king took personal control of his kingdom, swept the Livingston's from power, and had the leading members of the family executed. But don't go too far... At Stirling Castle in 1452 James II, then 21, lashed out and murdered the Eighth Earl of Douglas when he refused to bow to his demands. Such a ruthless, unlawful elimination of his rival was very risky and caused general outcry. But James did some swift damage control. He showered traditional Douglas supporters with land grants and so neutralised the threat of a serious invasion.
2. Build a Power-Base: To ensure support, kings had to involve their nobles in government and reward their loyal service with lands and wealth. Do encourage loyalty through good management - James IV exercised an inclusive style of government, giving the appearance of taking advice from a wide circle of advisors. He was a dynamic ruler, whose attractive personality allowed him to build close personal ties with his nobles. Although James IV held relatively few parliaments during his reign, the nobility had access to him which they believed gave them influence in policy-making. Don't alienate your most powerful nobles. James II was seen as remote and disengaged. He isolated many of the greater nobles, the king's traditional advisors. Instead, his inner circle consisted of a few lower-born favourites. The nobles were rarely consulted by the king, whose pro-English policies were particularly unpopular. Discontent grew. Eventually the nobles launched a rebellion which ended with James's death after the Battle of Sauchieburn in 1488.
3. Wage War: Kings need to be commanding military leaders, in whose service fame, fortune and honour could be won. Do set an example for your followers - Robert the Bruce has the reputation for being Scotland's most successful warrior king. He was the military role-model of medieval kingship and fought, against the odds, for Scotland's freedom. His most famous victory was won at the Battle of Bannockburn in 1314. Don't flee the field before the battle begins. In 1436 James I led a major - and very expensive - expedition to recapture Roxbugh Castle from English control. What should have been a demonstration of military superiority turned into a fiasco. James abandoned the siege before it began. He left behind his expensive artillery - the visible status symbols of a warrior king. James's failure was seen as poor kingship and was a catalyst for his assassination in Perth the following year.
4. Secure the Dynasty: Royal marriage was a powerful tool used to build alliances and seal agreements. It was also essential for the provision of a legitimate heir. Do make a prestigious marriage - As their dynasty became more secure, the Stewart kings began to look to other European courts for their brides. They made some impressive diplomatic alliances, bringing wealth in the form of the bride's dowry. When James III married Margaret of Denmark in 1469 her dowry ultimately comprised the highly desirable Orkney and Shetland islands. Don't fail to produce an heir. David II, son of Robert the Bruce died childless in 1371 despite two marriages. He never gave up hope of producing an heir, and attempted to divorce his second wife, Margaret Logie, to marry his mistress, Agnes Dunbar. But Margaret successfully appealed to the Pope to obstruct the divorce. Agnes was still queen-in-waiting, living at Stirling Castle, when David died. The king's infertility ended the Bruce dynasty and the crown passed to David's nephew, Robert II, the first Stewart king. 
5. Stage a Spectacle: A successful king knew how to make an impression by ensuring he had a physical presence in the realm, while publicly displaying his wealth and status at every opportunity. Do host elaborate events at the royal court, such as pageants and tournaments - In 1449 James II hosted an international tournament at Stirling Castle. Knights o horseback hoped to unseat their opponent and gain fame for their deeds. This sporting event provided welcome entertainment for the nobility and gave James a chance to parade his importance in front of his influential guests. Don't neglect your public image... James III seems to have avoided chivalric sports and public entertainments. There is no evidence of a tournament being held in Scotland at any point during his reign. Instead he horded his wealth. This failure to provide crowd-pleasing spectacles for the court was part of the reason for the eventual rebellion against him.

At Least It's Not a Marathon: Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days

Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp with John Zeratsky & Braden Kowitz

Bantam Press

Pp. 264

In this ‘How to’ manifesto, a group of guys from Google Ventures show us a ‘new’ business method. Of course, it is not really new and we’ve heard it all before, packaged differently. A rich white guy has a period of self-reflection, which leads him to want to work smarter rather than harder. As one would expect of a Google product, it’s written in an approachable and accessible sanitised way, with some good basic knowledge and an eye on the bank account.

The question the boys tackle is how to take an individual activity and focus on finding a solution. The basic idea is to provide a DIY guide for running your own sprint (five-day problem-solving exercise) with a clear daily focus and checklists (including shopping lists for necessary materials) in the back, along with FAQs and a link to the website (thesprintbook.com) for more information and resources.

The authors recommend removing all phones, laptops and tablets from the room to focus more fully on the immediate task. “These devices can suck the momentum out of a sprint. If you’re looking at a screen, you’re not paying attention to what’s going on in the room, so you won’t be able to help the team. What’s worse, you’re unconsciously saying, ‘This work isn’t interesting.’” They acknowledge that not everyone has the luxury to set other work aside for a week (who picks up the slack?), so this method can only really work in a big organisation. Interestingly, it can only really work in person, which is a shame in these ‘unprecedented’ times when nearly all meetings are conducted over video conferencing systems. The concepts involve using simple graphics and sketch designs: many of the suggestions are worked out on white boards and with sticky notes.

They maintain that deadlines force one to focus when pitching ideas while they also recognise that smaller parts of the sprint can be used if there is insufficient time to run the whole week. The ideology can be applied to making a small decision or dealing with a frustrating problem, and customer interviews can be conducted at any time. The highlights of the process are the focus on asking the experts, interviewing potential users, and making decisions on solutions.

They make an effort to use female pronouns – “The Decider needs to choose one target customer and one target event on the map. Whatever she chooses will become the focus of the rest of the sprint.” – but all the references are Silicon Valley frat boy (Star Wars; Apollo 13; Ocean’s Eleven; Lord of the Rings; Led Zeppelin; Huey Lewis and the News). The examples they use for the businesses which benefited from a sprint are: a coffee outlet; a hospitality robot; a software company; and a medical assessment service. A quick glance at the bios at the back (masquerading as thank-you notes), reveals that they spent their ‘ordinary’ childhoods computing, recording, designing sailing yachts, playing basketball and producing music.

There are some good ideas in this sprint methodology, but you have heard them all before. Now that they are repackaged in a slick, accessible, practically comic-book-style, you are likely to hear them repeated again and again, if you strain to hear the sound over that of the cash registers ringing.