Buckingham Quotes

If you’re any good at all, you know you can be better.

As Buckingham talked, I couldn't help but remember that there's a reason they call us Gallagher Girls. It's not just because the youngest of us are twelve. It's also because our founder was under twenty. From the very beginning we have been discounted and discredited, underestimated and undervalued. And, for the most part, we wouldn't have it any other way.

If you play "I Don't Want To Know" by Fleetwood Mac loud enough -- you can hear Lindsey Buckingham's fingers sliding down the strings of his acoustic guitar. ...And we were convinced that this was the definitive illustration of what we both loved about music; we loved hearing the INSIDE of a song.

As he drank, I remembered that there's a reason we English are ruled more by tea than by Buckingham Palace or His Majesty's Government: Apart from the soul, the brewing of tea is the only thing that sets us apart from the great apes--or so the Vicar had remarked to Father...

Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

Brushing dirt from his coat, Sam ignored the wild-eyed looks the other three gave him. Surely a house like this had enough staff to clean up a little dirt? “And who is this young man?” the old lady demanded. Sam opened his mouth to reply, but froze when he saw just who the old woman was. “May I present Sam Morgan, Your Highness,” Griffin said. Bloody hell. It was Queen Victoria. They’d just burrowed their way into Buckingham Palace.

People leave managers, not companies

Better to live a day on your feet than a lifetime on your knees.

The house itself was not so much. It was smaller than Buckingham Palace, rather gray for California, and probably had fewer windows than the Chrysler Building.

We are in Buckingham Palace, the very heart of the British nation. Sherlock Holmes, put your trousers on!

There's a reason we English are ruled more by tea than by Buckingham Palace or His Majesty's Government: Apart from the soul, the brewing of tea is the only thing that sets us apart from the great apes - or so the Vicar had remarked to Father.

My feelings about politics and literature and mathematics and the rest of life’s minutiae can only be described through a labyrinthine of six-sided questions, but everything that actually matters can be explained by Lindsey fucking Buckingham and Stevie fucking Nicks in four fucking minutes.

Speak, Madame; speak, queen," said Buckingham. "The softness of your voice covers the hardness of your words. You speak of sacrilege, but the sacrilege is in the separation of hearts that God has formed for each other!

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

The difference between a pebble and a mountain lies in whom you ask to move it.

Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.

Attempt something so big, that unless God intervenes, it's bound to fail.

You cannot learn very much about excellence from studying failure.

True individuality can be lonely.

Eventually he made it to Buckingham Palace, where the king famously startled Lindbergh by asking him how he had peed during the flight. Lindbergh explained, a touch awkwardly, that he had brought along a pail for the purpose.

In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it

The hallway felt like time itself, and Patricia Buckingham and I were standing at opposite ends-her looking back on all she'd seen, me wondering what lay ahead.

As the weather improved, the bobms got worse. The newspapers said that the Kaiser was aiming to knock London down (although avoiding Buckingham Palace, so as not to hit his relations).

the rasp of the respirator’s filter were about as comforting as Darth Vader reading a bedtime story,

The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2. "When setting expectations, they define the right outcomes ... not the right steps." 3. "When motivating someone, they focus on strengths ... not on weaknesses." 4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

In the middle of the swinging sixties people in England were apparently under some sort of obligation to have a good time and most of them didn't. A Russian and an American walked about in space to no one's particular advantage. The Beatles received their British Empire medals and, so it was said, smoked cannabis in the lavatories at Buckingham Palace. American aeroplanes were bombing Vietnam, but no one seemed to talk about the nuclear holocaust any more.

- Peut-être, dit Athos; mais, en tout cas, écoutez bien ceci: assassinez ou faites assassiner le duc de Buckingham, peut m'importe! je ne le connais pas, d'ailleurs c'est un Anglais; mais ne touchez pas du bout du doigt à un seul cheveux de d'Artagnan, qui est un fidèle ami qu j'aime et que je défends, ou je vous le jure sur la tête de mon père, le crime que vous aurez commis sera le dernier.

It is amazing how much power we have, yet we are so oblivious to its existence. At home we were directed to focus on our downsides, at school we had to improve our bad grades, and in the workplace we are asked to develop our weaknesses. Those who have succeeded in aligning their character and their fate have done the exact opposite. I invested in what made me feel strong instead of wasting time on things that only made me feel weak and bad about myself. Marcus Buckingham says that knowing your strengths is the first step.

If God is dead, Nietzsche is perhaps the person who stumbles across the corpse; nevertheless, it is Kant whose fingerprints are all over the murder weapon.

...every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning.

People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

everyone can probably do at least one thing better than ten thousand other people.

They were the gangster version of the guards at Buckingham Palace.

Then maybe I’ll sneak into Buckingham Palace and slit his chicken throat one night.

King George V had a set of six maxims displayed on the walls of his study at Buckingham Palace. One of these maxims said: ‘Teach me neither to proffer nor receive cheap praise.

Speak on, madame, speak on, Queen," said Buckingham; "the sweetness of your voice covers the harshness of your words.

The Spencers had the wildest bedroom I've ever seen. If Pimp My Ride and Buckingham Palace had a lovechild, it'd be this place.

to encourage people to take responsibility for who they really are. And it is the only way to show respect for each person. Focusing on strengths is the storyline that explains all their efforts as managers.

Out of the darkness, out of the night, May I find joy and all that is right: Open my eyes, so I'll see the light That comes when we have spiritual sight. ~Gertrude Tooley Buckingham, "Infinite Spirit, Abide With Me" (1940's)

MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.

The world you see is seen by you alone. What entices you and what repels you, what strengthens you and what weakens you, is part of a pattern that no one else shares. Therefore, as Mr. Wilde said, no two people can perceive the same "truth," because each person's perspective is different.

The hardest thing about being a manager is realizing that your people will not do things the way that you would. But get used to it. Because if you try to force them to, then two things happen. They become resentful — they don’t want to do it. And they become dependent — they can’t do it. Neither of these is terribly productive for the long haul.

Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.

The Four Keys, select for talent, define the right outcomes, focus on strengths, find the right fit, reveal how they attack this goal.

There may indeed be more to life than a pot of cheese, a garden, a few friends; but these things, at least, may be a pretty good start.

It was George Bernard Shaw who famously said that you should not do to others as you would wish to be done to - the famous 'golden rule' of moral philosophy - because they might have other tastes.

Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.

By the end of his sixteen-course meal in Buckingham Palace, Ramsay McDonald discovered he had changed his mind about the workers owning the means of production. From now on, he felt it better that the Dukes and Duchesses should continue to own the means of production. The workers would just have to make do with what was left over.

The fine purple cloaks, the holiday garments, elsewhere signs of gayety of mind, are stained with blood and bordered with black. Throughout a stern discipline, the axe ready for every suspicion of treason; “great men, bishops, a chancellor, princes, the king’s relations, queens, a protector kneeling in the straw, sprinkled the Tower with their blood; one after the other they marched past, stretched out their necks; the Duke of Buckingham, Queen Anne Boleyn, Queen Catherine Howard, the Earl of Surrey, Admiral Seymour, the Duke of Somerset, Lady Jane Grey and her husband, the Duke of Northumberland, the Earl of Essex, all on the throne, or on the steps of the throne, in the highest ranks of honor, beauty, youth, genius; of the bright procession nothing is left but senseless trunks, marred by the tender mercies of the executioner.

Then there was David, lording it up at Buckingham Palace, thinking he was king of the shit heap. That guy was definitely nuts, like every dictator that had gone before him. Nero, Caligula, Henry the Eighth, Napoleon, Stalin, Hitler, Mussolini, Margaret Thatcher, Colonel Gaddafi, that crazy North Korean bastard who was in Team America, Kim Jong whatever.

that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique.

How can we all grow?

These four characteristics — simplicity, frequent interaction, focus on the future, and self-tracking — are the foundation for a successful “performance management” routine.

Philosophy is not simply about ideas – it’s a way of thinking. There

Vi er fortsættelsen af Jesu kaldelse i det 20. århundrede, og, hvad der er lige så vigtigt, vi er opfyldelsen af den drøm, han har lagt i vore hjerter.

If you are unable to feel anything, mentally or physically, when you die, it is foolish to let the fear of death cause you pain while you are still alive.

I feel like the Wurzels visiting Buckingham Palace!

Sir, I’m afraid that the quality of this airline is partly measured by on-time departures. And unfortunately, on-time departures are measured by when we left the gate, not by wheels-up.

Oooo, what is that?” Red yelled when she saw the palace. “That’s Buckingham Palace,” Alex said. “It’s where the monarchy resides.” Red was mesmerized. “What a stylish and tasteful place! Look at that beautiful statue out front of it in the middle of the street! That looks exactly like the statue I wanted to build in celebration of Charlie’s and my wedding!” Red left the others and flew down to the gate. She peered through the bars at the palace in delight. She had to hang on to the bars tightly because the fairy dust was making her drift back to the sky. One of the palace guards on duty saw Red and stared at her in disbelief. It wasn’t every day he saw a floating woman at the gate. “Yoo-hoo!” Red called to him. “I just love your hat! Please tell the current monarch that Queen Red of the Center Kingdom says hello —” Conner flew to the gate and pulled Red’s hands off the bars. “Red, come on. You’re gonna get left behind!

Even more than the rest, these five questions are most directly influenced by the employee’s immediate manager. What does this tell us? It tells us that people leave managers, not companies.

In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help explain the mysteries of management and leadership.

Victorian London. Rome in the fifth century. Egypt in the early twentieth. There must have been a hundred different places listed, all with small journal entries, like Saw the Queen as she and the Prince rode past us on their way to Buckingham Palace and The camel nearly ate Gus’s hair, ripped it from his scalp like grass and My God, if I never see another big-bellied man wrapped in a toga…

There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.

Your childish clarity faded, and you started listening to the world around you more closely than you did to yourself. The world was persuasive and loud, and so you resigned yourself to conforming to its demands.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

Your daughters will leave this school as confident, resilient young women." Ms. Byrne was off, delivering the private school party line. Resilience. What crap. No kid was going to go to school in a place that looked like freaking Buckingham Palace and come out of it resilient. She should be honest: "Your daughter will leave this school with a grand sense of entitlement that will serve her well in life; she'll find it especially useful on Sydney roads.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

Visionære mennesker, de, som har en drøm, har ofte problemer med det nutidige, Dette at de kever derude i fremtiden, hvor drømmene, for dem, allerede er gået i opfyldelse, bringer dem hovedkulds ind i nutidens blodige kendsgerninger.

Focus on each person’s strengths and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Help each person become more of who he already is.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Anyone performing evil actions would be acting against their conscience and would therefore feel uncomfortable; and as we all strive for peace of mind it is not something we would do willingly. Evil, he thought, was done because of lack of wisdom and knowledge. From

As a manager your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles.

The fog turned a strange yellow, then orange, then black. The gilded winged statue Victory at Buckingham Palace retreated into mist. St. Paul's was a hazy outline, ghostlike in the gloom. La Traviata at the Sadler's Wells theatre was terminated midway because the audience could no longer see the singers on stage. Pedestrians noticed how everything below the waist disappeared. Knees, shoes, dogs became indistinguishable. The Great Smog was days and nights of people and things passing out of sight and existence. It seemed a fitting time for a mother to evaporate.

Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

It’s a bit ironic, you know,” Henry says, gazing up at it. “Me, the cursed gay heir, standing here in Victoria’s museum, considering how much she loved those sodomy laws.” He smirks. “Actually … you remember how I told you about the gay king, James I?” “The one with the dumb jock boyfriend?” “Yes, that one. Well, his most beloved favorite was a man named George Villiers. ‘The handsomest-bodied man in all of England,’ they called him. James was completely besotted. Everyone knew. This French poet, de Viau, wrote a poem about it.” He clears his throat and starts to recite: “‘One man fucks Monsieur le Grand, another fucks the Comte de Tonnerre, and it is well known that the King of England, fucks the Duke of Buckingham.’” Alex must be staring, because he adds, “Well, it rhymes in French. Anyway. Did you know the reason the King James translation of the Bible exists is because the Church of England was so displeased with James for flaunting his relationship with Villiers that he had the translation commissioned to appease them?” “You’re kidding.” “He stood in front of the Privy Council and said, ‘Christ had John, and I have George.’” “Jesus.” “Precisely.” Henry’s still looking up at the statue, but Alex can’t stop looking at him and the sly smile on his face, lost in his own thoughts. “And James’s son, Charles I, is the reason we have dear Samson. It’s the only Giambologna that ever left Florence. He was a gift to Charles from the King of Spain, and Charles gave it, this massive, absolutely priceless masterpiece of a sculpture, to Villiers. And a few centuries later, here he is. One of the most beautiful pieces we own, and we didn’t even steal it. We only needed Villiers and his trolloping ways with the queer monarchs. To me, if there were a registry of national gay landmarks in Britain, Samson would be on it.

I love London. I love everything about it. I love its palaces and its museums and its galleries, sure. But also, I love its filth, and damp, and stink. Okay, well, I don’t mean love, exactly. But I don’t mind it. Not any more. Not now I’m used to it. You don’t mind anything once you’re used to it. Not the graffiti you find on your door the week after you painted over it, or the chicken bones and cider cans you have to move before you can sit down for your damp and muddy picnic. Not the everchanging fast food joints – AbraKebabra to Pizza the Action to Really Fried Chicken – and all on a high street that despite its three new names a week never seems to look any different. Its tawdriness can be comforting, its wilfulness inspiring. It’s the London I see every day. I mean, tourists: they see the Dorchester. They see Harrods, and they see men in bearskins and Carnaby Street. They very rarely see the Happy Shopper on the Mile End Road, or a drab Peckham disco. They head for Buckingham Palace, and see waving above it the red, white and blue, while the rest of us order dansak from the Tandoori Palace, and see Simply Red, White Lightning, and Duncan from Blue. But we should be proud of that, too. Or, at least, get used to it.

The power of skills and knowledge is that they are transferable from one person to another. Their limitation is that they are often situation-specific — faced with an unanticipated scenario, they lose much of their power. In contrast, the power of talent is that it is transferable from situation to situation.

You will have to manage around the weaknesses of each and every employee. But if, with one particular employee, you find yourself spending most of your time managing around weaknesses, then know that you have made a casting error. At this point it is time to fix the casting error and to stop trying to fix the person.

Stevie thought that “Silver Springs” would be her dominant song on the new album; it couldn’t fail. The only problem was that Lindsey hated the song. He said it was too much in his face, and he gave Stevie a very hard time about working on the song in the studio. To Lindsey Buckingham, “Silver Springs” was not a prophesy. It was a curse.

In 1865 English chemist John Newlands discovered that when the chemical elements are arranged according to atomic weight, those with similar properties occur at every eighth element, like notes of music. This discovery became known as the Law of Octaves, and it helped lead to the development of the Periodic Law of chemical elements still used today.

The secret to living a strong life is right in front of you, calling to you every day. It can be found in your emotional reaction to specific moments in your life.

I hadn’t showered for days, Jack hadn’t stopped crying in as many, and I was wondering what the return policy was on an infant.

second, that everyone, regardless of who they are, will want to be promoted out of the job as soon as possible.

What causes all the trouble is our attempt to get somewhere, our attempt to do something, our attempt to use our life usefully, to attain to particular goals.

What is the nature of whatever it is that exists?

The universe as a whole has no meaning and no purpose; it just is.

What you know, you know; what you don’t know, you don’t know. This is true wisdom.

Whereas cascaded goals are a control mechanism, cascaded meaning is a release mechanism. It brings to life the context within which everyone works, but it leaves the locus of control—for choosing, deciding, prioritizing, goal setting—where it truly resides, and where understanding of the world and the ability to do something about it intersect: with the team member.

Here in England there’s a glass wall between you and the taste of reality. I don’t want to see the last true passion tamed by railways, and men with Bibles telling everyone to cover their bodies.” He spread his powerful, elegant hands. “Play your string quintets, by all means, Mr. Narraway, but don’t silence the drums simply because you don’t understand them. The men who play violins have steel and gunpowder, and the men who play drums don’t.

Simply put, this is one insight we heard echoed by tens of thousands of great managers: People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

Darwin’s transcendantly democratic insight that all humans are descended from the same non-human ancestors, that we are all members of one family, is inevitably distorted when viewed with the impaired vision of a civilization permeated by racism. White supremacists seized on the notion that people with high abundances of melanin in their skin must be closer to our primate relatives than bleached people. Opponents of bigotry, perhaps fearing that there might be a grain of truth in this nonsense, were just as happy not to dwell on our relatedness to the apes. But both points of view are located on the same continuum: the selective application of the primate connection to the veldt and the ghetto, but never, ever, perish the thought, to the boardroom or the military academy or, God forbid, to the Senate chamber or the House of Lords, to Buckingham Palace or Pennsylvania Avenue. This is where the racism comes in, not in the inescapable recognition that, for better or worse, we humans are just a small twig on the vast and many-branched tree of life.

For months beforehand, I fielded calls from British media. A couple of the reporters asked me to name some British chefs who had inspired me. I mentioned the Roux brothers, Albert and Michel, and I named Marco Pierre White, not as much for his food as for how—by virtue of becoming an apron-wearing rock-star bad boy—he had broken the mold of whom a chef could be, which was something I could relate to. I got to London to find the Lanesborough dining room packed each night, a general excitement shared by everyone involved, and incredibly posh digs from which I could step out each morning into Hyde Park and take a good long run around Buckingham Palace. On my second day, I was cooking when a phone call came into the kitchen. The executive chef answered and, with a puzzled look, handed me the receiver. Trouble at Aquavit, I figured. I put the phone up to my ear, expecting to hear Håkan’s familiar “Hej, Marcus.” Instead, there was screaming. “How the fuck can you come to my fucking city and think you are going to be able to cook without even fucking referring to me?” This went on for what seemed like five minutes; I was too stunned to hang up. “I’m going to make sure you have a fucking miserable time here. This is my city, you hear? Good luck, you fucking black bastard.” And then he hung up. I had cooked with Gordon Ramsay once, a couple of years earlier, when we did a promotion with Charlie Trotter in Chicago. There were a handful of chefs there, including Daniel Boulud and Ferran Adrià, and Gordon was rude and obnoxious to all of them. As a group we were interviewed by the Chicago newspaper; Gordon interrupted everyone who tried to answer a question, craving the limelight. I was almost embarrassed for him. So when I was giving interviews in the lead-up to the Lanesborough event, and was asked who inspired me, I thought the best way to handle it was to say nothing about him at all. Nothing good, nothing bad. I guess he was offended at being left out. To be honest, though, only one phrase in his juvenile tirade unsettled me: when he called me a black bastard. Actually, I didn’t give a fuck about the bastard part. But the black part pissed me off.

No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars.

If wonder and curiosity are human attributes, so too are the thrill of exploration and the joy of discovery. We gain satisfaction of arriving at beliefs and ideas that are not handed down or forced upon us by society, teachers, religion, or even philosophers, but through our own individual reasoning.

You have a filter, a characteristic way of responding to the world around you. We all do. Your filter tells you which stimuli to notice and which to ignore; which to love and which to hate. It creates your innate motivations — are you competitive, altruistic, or ego driven? It defines how you think — are you disciplined or laissez-faire, practical or strategic? It forges your prevailing attitudes — are you optimistic or cynical, calm or anxious, empathetic or cold? It creates in you all of your distinct patterns of thought, feeling, and behavior. In effect, your filter is the source of your talents.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

Meeting the Prince of Wales I’ve known her [the Queen] since I was tiny so it was no big deal. No interest in Andrew and Edward--never thought about Andrew. I kept thinking, ‘Look at the life they have, how awful’ so I remember him coming to Althorp to stay, my husband, and the first impact was ‘God, what a sad man.’ He came with his Labrador. My sister was all over him like a bad rash and I thought, ‘God, he must really hate that.’ I kept out of the way. I remember being a fat, podgy, no make-up, unsmart lady but I made a lot of noise and he liked that and he came up to me after dinner and we had a big dance and he said: ‘Will you show me the gallery?’ and I was just about to show him the gallery and my sister Sarah comes up and tells me to push off and I said ‘At least, let me tell you where the switches are to the gallery because you won’t know where they are,’ and I disappeared. And he was charm himself and when I stood next to him the next day, a 16-year old, for someone like that to show you any attention--I was just so sort of amazed. ‘Why would anyone like him be interested in me?’ and it was interest. That was it for about two years. Saw him off and on with Sarah and Sarah got frightfully excited about the whole thing, then she saw something different happening which I hadn’t twigged on to, i.e. when he had his 30th birthday dance I was asked too. ‘Why is Diana coming as well?’ [my] sister asked. I said: ‘Well, I don’t know but I’d like to come.’ ‘Oh, all right then,’ that sort of thing. Had a very nice time at the dance--fascinating. I wasn’t at all intimidated by the surroundings [Buckingham Palace]. I thought, amazing place. Then I was asked to stay at the de Passes in July 1980 by Philip de Pass who is the son. ‘Would you like to come and stay for a couple of nights down at Petworth because we’ve got the Prince of Wales staying. You’re a young blood, you might amuse him.’ So I said ‘OK.’ So I sat next to him and Charles came in. He was all over me again and it was very strange. I thought ‘Well, this isn’t very cool.’ I thought men were supposed not to be so obvious, I thought this was very odd. The first night we sat down on a bale at the barbecue at this house and he’d just finished with Anna Wallace. I said: ‘You looked so sad when you walked up the aisle at Lord Mountbatten’s funeral.’ I said: ‘It was the most tragic thing I’ve ever seen. My heart bled for you when I watched. I thought, “It’s wrong, you’re lonely--you should be with somebody to look after you.

The Prime Minister, who was in close contact with the Queen and Prince Charles, captured the feelings of loss and despair when he spoke to the nation earlier in the day from his Sedgefield constituency. Speaking without notes, his voice breaking with emotion, he described Diana as a ‘wonderful and warm human being.’ ‘She touched the lives of so many others in Britain and throughout the world with joy and with comfort. How difficult things were for her from time to time, I’m sure we can only guess at. But people everywhere, not just here in Britain, kept faith with Princess Diana. They liked her, they loved her, they regarded her as one of the people. She was the People’s Princess and that is how she will stay, how she will remain in all our hearts and memories for ever.’ While his was the first of many tributes which poured in from world figures, it perfectly captured the mood of the nation in a historic week which saw the British people, with sober intensity and angry dignity, place on trial the ancient regime, notably an elitist, exploitative and male-dominated mass media and an unresponsive monarchy. For a week Britain succumbed to flower power, the scent and sight of millions of bouquets a mute and telling testimony to the love people felt towards a woman who was scorned by the Establishment during her lifetime. So it was entirely appropriate when Buckingham Palace announced that her funeral would be ‘a unique service for a unique person’. The posies, the poems, the candles and the cards that were placed at Kensington Palace, Buckingham Palace and elsewhere spoke volumes about the mood of the nation and the state of modern Britain. ‘The royal family never respected you, but the people did,’ said one message, as thousands of people, most of whom had never met her, made their way in quiet homage to Kensington Palace to express their grief, their sorrow, their guilt and their regret. Total strangers hugged and comforted each other, others waited patiently to lay their tributes, some prayed silently. When darkness fell, the gardens were bathed in an ethereal glow from the thousands of candles, becoming a place of dignified pilgrimage that Chaucer would have recognized. All were welcome and all came, a rainbow of coalition of young and old of every colour and nationality, East Enders and West Enders, refugees, the disabled, the lonely, the curious, and inevitably, droves of tourists. She was the one person in the land who could connect with those Britons who had been pushed to the edges of society as well as with those who governed it.

Meeting the Prince of Wales Then I was asked to stay at the de Passes in July 1980 by Philip de Pass who is the son. ‘Would you like to come and stay for a couple of nights down at Petworth because we’ve got the Prince of Wales staying. You’re a young blood, you might amuse him.’ So I said ‘OK.’ So I sat next to him and Charles came in. He was all over me again and it was very strange. I thought ‘Well, this isn’t very cool.’ I thought men were supposed not to be so obvious, I thought this was very odd. The first night we sat down on a bale at the barbecue at this house and he’d just finished with Anna Wallace. I said: ‘You looked so sad when you walked up the aisle at Lord Mountbatten’s funeral.’ I said: ‘It was the most tragic thing I’ve ever seen. My heart bled for you when I watched. I thought, “It’s wrong, you’re lonely--you should be with somebody to look after you.”’ The next minute he leapt on me practically and I thought this was very strange, too, and I wasn’t quite sure how to cope with all this. Anyway we talked about lots of things and anyway that was it. Frigid wasn’t the word. Big F when it comes to that. He said: ‘You must come to London with me tomorrow. I’ve got to work at Buckingham Palace, you must come to work with me.’ I thought this was too much. I said: ‘No, I can’t.’ I thought ‘How will I explain my presence at Buckingham Palace when I’m supposed to be staying with Philip?’ Then he asked me to Cowes on Britannia and he had lots of older friends there and I was fairly intimidated but they were all over me like a bad rash. I felt very strange about the whole thing, obviously somebody was talking. I came in and out, in and out, then I went to stay with my sister Jane at Balmoral where Robert [Fellowes, Jane’s husband] was assistant private secretary [to the Queen]. I was terrified--shitting bricks. I was frightened because I had never stayed at Balmoral and I wanted to get it right. The anticipation was worse than actually being there. I was all right once I got in through the front door. I had a normal single bed! I have always done my own packing and unpacking--I was always appalled that Prince Charles takes 22 pieces of hand luggage with him. That’s before the other stuff. I have four or five. I felt rather embarrassed. I stayed back at the castle because of the press interest. It was considered a good idea. Mr and Mrs Parker-Bowles were there at all my visits. I was the youngest there by a long way. Charles used to ring me up and say: ‘Would you like to come for a walk, come for a barbecue?’ so I said: ‘Yes, please.’ I thought this was all wonderful.