Northcote, because he had the art of nibbling it
away, admitting a little in order to evade or overthrow the rest.

So much for his parliamentary aptitudes, which were fully recognised
before he rose to leadership. But as it was his leadership that has
given him a place in history, I may dwell for a little upon the way in
which he filled that most trying as well as most honourable post. He
led the House--that is to say, the Ministerial majority--for four
sessions (1877-1880), and the Tory Opposition for five and a half
sessions (1880 to middle of 1885). To lead the House of Commons a man
must have, over and above the qualities which make a good debater, an
unusual combination of talents. He must be both bold and cautious,
combative and cool. He must take, on his own responsibility, and on
the spur of the moment, decisions which commit the whole Ministry, and
yet, especially if he be not Prime Minister, he must consider how far
his colleagues will approve and implement his action. He must put
enough force and fire into his speeches to rouse his own ranks and
intimidate (if he can) his opponents, yet must have regard to the more
timorous spirits among his own supporters, going no further than he
feels they will follow, and must sometimes throw a crafty fly over
those in the Opposition whom he thinks wavering or disaffected. Under
the fire of debate, perhaps while composing the speech he has to make
in reply, he must consider not merely the audience before him but also
the effect his words will have when they are read next morning in cold
blood, and, it may be, the effect not only in England but abroad.
Being responsible for the whole conduct of parliamentary business, he
must keep a close watch upon every pending bill, and determine how
much of Government time shall be allotted to each, and in what order
they shall be taken, and how far the general feeling of the House will
let him go in seizing the hours usually reserved for private members,
and in granting or refusing opportunities for discussing topics he
would prefer to have not discussed at all.

So far as prudence, tact, and knowledge of business could enable him
to discharge these duties, Northcote discharged them admirably. It was
his good fortune to have behind him in Lord Beaconsfield, who had
recently gone to the House of Lords, a chief of the whole party who
trusted him, and with whom he was on the best terms. The immense
authority of that chief secured his o