this distinction, in leaders, between Churchills and Chamberlains. The people who presided in times of peace tended to have a gift for avoiding or at least disguising conflict. People made for battlefield command did not find their way into positions of authority, at least not until the general public sensed existential risk. By then—by the time people knew enough about a communicable disease to be terrified—the war’s most critical phase was over.
Churchills and Chamberlains: The Wrong Leaders for the Right Crises
