These qualities would have made Carl Goerdeler a great man in any stable age, but they rendered him a hopelessly naïve utopian in the cruel age of turbulence and revolution in which he had to live his life.
After a period as the deputy mayor of Königsberg on the Baltic coast during the 1920s, Goerdeler was elected Oberbürgermeister (lord mayor) of Leipzig in 1930, just two months before his forty-sixth birthday. Now he was a big figure on the national stage. At the time he took over the Leipzig administration, Germany was midway through its second great economic convulsion, following the hyper-inflation of the early 1920s. In December 1931, with unemployment rocketing, Goerdeler accepted an invitation from President Hindenburg to join his government as Reichskommissar (State Commissioner) for price control. His deft handling of this delicate role earned him widespread acclaim. When Hindenburg’s chancellor, Heinrich Brüning, resigned in May 1932, Goerdeler was widely thought of as his successor. But the political turmoil which ensued did not produce a man of rectitude and order – it produced instead Adolf Hitler, who became chancellor of Germany on 30 January 1933.
Carl Goerdeler
Goerdeler did not at first oppose Hitler. He saw the new chancellor as potentially an enlightened dictator, who with the right advice could be a force for good and for order after the upheavals and failures of the Weimar years.
It did not take long for the scales to fall from the lord mayor of Leipzig’s eyes.
On 1 April 1933, when the city’s Jewish businesses were threatened by Nazi stormtroopers of the Sturmabteilung (SA) during Hitler’s ‘day of national boycott’, it required an appearance by the mayor in full ceremonial dress, backed by the police, to save the situation from descending into violence and calamity. There followed several instances when Goerdeler had to intervene personally to save Jewish enterprises from the consequences of Hitler’s policy of sequestrating Jewish assets and businesses in order to ‘Aryanise’ the German economy.
There was worse – much worse – to come. On 30 June 1934 Hitler launched the internal putsch which history has come to know as the Night of the Long Knives. The ostensible purpose of this act of national bloodletting was to exterminate the paramilitary SA, which Hitler saw as a growing threat to his power. But the killings extended into a general orgy of score-settling with enemies of the Nazi regime. Among the eighty-five killed were the army general who was Hitler’s immediate predecessor as chancellor, the personal secretary of another chancellor, and several Catholic political leaders. It was now plain to all that Hitler’s government was prepared to behave illegally, unscrupulously, murderously, and completely without reference to either moral or legal codes. This was a turning point for many.
But not, despite all his moral rectitude, for Carl Goerdeler.
On 5 November 1934, barely four months after the Night of the Long Knives, Goerdeler accepted an offer from Hitler to become, for the second time, Germany’s commissioner for price control. His decision to serve Hitler at this time was one he would find difficult to explain later. Why did he do it? The answer provides keys to two of the most puzzling paradoxes of Goerdeler’s complex personality. Alongside an all-consuming conviction of what was right and wrong, including a willingness to accept any personal sacrifice rather than to submit, he also possessed an almost childlike ignorance about the true nature of evil. Because of this, despite his worldly wisdom in matters of politics, government and the economy, he completely overestimated his ability to persuade bad men to do good things, by talking sensibly to them.
The truth was that Goerdeler accepted Hitler’s post because he believed he could change him. His chosen weapons for doing this were a stream of long (in some cases very long) memoranda and papers on the economy, directed at the chancellor. These were read either skimpily or not at all. Following a succession of turf battles and disagreements on public policymaking, the inevitable rupture between the two men occurred in 1936, when Goerdeler lost all power and influence in Hitler’s circle.
This was the moment for which the lord mayor’s Nazi enemies in Leipzig had been waiting.
In early November that year, the Oberbürgermeister was invited to speak at the German-Finnish Chamber of Commerce in Helsinki. At the time Goerdeler was under attack by the local Leipzig Nazi leader because of his refusal to remove the statue of Felix Mendelssohn, the great German-Jewish composer, from its position outside the city’s concert hall. Pointing out the statue to a visitor, the Oberbürgermeister complained: ‘There is one of my problems. They [the Brownshirts] are after me to remove that monument. But if they ever touch it I am finished here.’ To his daughter Marianne he seems to have indicated that what really affronted him was an outrageous attack not so much on a Jew, as on German culture: ‘All of us listened to Mendelssohn’s songs with great pleasure and sang them as well. To deny Mendelssohn is nothing, but an absurd, cowardly act.’
Before leaving for Helsinki, Goerdeler extracted promises from Hitler and Himmler that they would personally ensure the safety of the statue in his absence. Nevertheless, the local Nazis pulled it down while he was away. Returning to Leipzig in a fury, Goerdeler issued an ultimatum that the missing statue should be replaced forthwith. When it wasn’t, in typical Goerdeler style, he resigned. It should be noted that his resignation was far more a protest against the loss of his authority than against anti-Semitism, for his position on the Jews at this time was at best ambivalent. Even so, for this act of principle against tyranny and of protest against an outrage to German culture, Carl Goerdeler became an overnight hero to many across Germany who saw him as having sacrificed his public career rather than lend his name to a shameful deed.
As the bearer of all that was good and great about German culture, order and respect for the law, Goerdeler, who never liked to be without a mission for long, now decided that personal responsibility and conscience demanded that he should henceforth dedicate his superhuman energy, ability and moral purpose to a single end – the removal of Adolf Hitler.
His first task was to warn the world about the true nature of the German dictator and the threat that he posed. But how? Goerdeler was, after all, not only without a job, but also without a passport, which had been confiscated by a local Gauleiter.
What he needed for his new mission was money, and his passport back.
The money came from Robert Bosch, the head of the Bosch industrial empire and leader of a small group of Stuttgart democrats who were hostile to Hitler. Bosch appointed Goerdeler (who had already turned down a post with Alfred Krupp, a man of very different political views) as financial and international adviser to his firm, so providing him with both a reason to go abroad and a comfortable salary to live on.
Goerdeler got his passport back from an unexpected source – Hermann Göring. Göring, who was in charge of the German rearmament programme at the time, was becoming increasingly concerned about the possibility of a future war. Cleverly playing on this (and probably also on Göring’s desire to build up his own private information network) Goerdeler proposed that he should undertake a foreign tour, and report back on opinion in Western capitals. Göring jumped at the idea, arranging for the return of Goerdeler’s passport and instructing his new emissary as they parted that he should always remember on his travels to conduct himself ‘as a patriot’.
The would-be wanderer left Berlin on 3 June 1937, at the beginning of a series of foreign trips which over the next two years would take him to Belgium, Britain (twice), Holland, France (twice), Canada, the