Hitler

immediately and would be back the next day. Should they manage to have their business attended to, it was normally dispatched with little attention to detail. Hitler would in his usual manner turn the point at issue into a matter on which, pacing up and down the room, he would pontificate for an hour in a lengthy monologue. Often he would completely ignore something brought to his attention, deviating at a tangent into some current whim. ‘If Hitler gets a cue to something he is interested in – but that’s something different every day,’ Pfeffer is reported to have told Wagener in 1930, ‘then he takes over the conversation and the point of the discussion is shelved.’ On matters he did not understand, or where a decision was awkward, he simply avoided discussion.
    This extraordinary way of operating was certainly built into Hitler’s personality. Masterful and domineering, but uncertain and hesitant; unwilling to take decisions, yet then prepared to take decisions bolder than anyone else could contemplate; and refusal, once made, to take back any decision: these are part of the puzzle of Hitler’s strange personality. If the domineering traits were signs of a deep inner uncertainty, the overbearing features the reflection of an underlying inferiority complex, then the hidden personality disorder must have been one of monumental proportions. To ascribe the problem to such a cause re-describes rather than explains it. In any case, Hitler’s peculiar leadership style was more than just a matter of personality, or instinctive social-Darwinist inclination to let the winner emerge after a process of struggle. It reflected too the unceasing necessity to protect his position as Leader. Acting out the Leader’s role could never be halted. The famous handshake andsteely blue eyes were part of the act. Even leading figures in the party never ceased to be impressed with the apparent sincerity and bond of loyalty and comradeship that they thought accompanied Hitler’s unusually long handshake and unblinking stare into their eyes. They were too in awe of Hitler to realize what an elementary theatrical trick it was. The greater became the nimbus of the infallible leader, the less the ‘human’ Hitler, capable of mistakes and misjudgements, could be allowed on view. The ‘person’ Hitler was disappearing more and more into the ‘role’ of the almighty and omniscient Leader.
    Very occasionally, the mask slipped. Albert Krebs, the one-time Gauleiter of Hamburg, related a scene from early 1932 that reminded him of a French comedy. From the corridor of the elegant Hotel Atlantik in Hamburg he could hear Hitler plaintively shouting: ‘My soup, [I want] my soup.’ Krebs found him minutes later hunched over a round table in his room, slurping his vegetable soup, looking anything other than a hero of the people. He appeared tired and depressed. He ignored the copy of his speech the previous night that Krebs had brought him, and to the Gauleiter’s astonishment, asked him instead what he thought of a vegetarian diet. Fully in character, Hitler launched, not waiting for an answer, into a lengthy diatribe on vegetarianism. It struck Krebs as a cranky outburst, aimed at overpowering, not persuading, the listener. But what imprinted the scene on Krebs’s memory was how Hitler revealed himself as an acute hypochondriac to one to whom he had presented himself up to then ‘only as the political leader, never as a human being’. Krebs did not presume that Hitler was suddenly regarding him as a confidant. He took it rather as a sign of the party leader’s ‘inner instability’. It was an unexpected show of human weakness which, Krebs plausibly speculated, was over-compensated by an unquenchable thirst for power and resort to violence. According to Krebs, Hitler explained that a variety of worrying symptoms – outbreaks of sweating, nervous tension, trembling of muscles, and stomach cramps – had persuaded him to become a vegetarian. He took the stomach cramps to be the beginnings of cancer, leaving him only a few years to complete ‘the gigantic tasks’ he had set himself. ‘I must come to power before long … I must, I must,’ Krebs has him shouting. But with this, he gained control of himself again. His body-language showed he was over his temporary depression. His attendants were suddenly called, orders were given out, telephone calls booked, meetings arranged. ‘The human being Hitlerhad been transformed back