Quintin Jardine's blog

https://www.bbc.co.uk/news/articles/cp39q43976po

When I joined the Scottish Conservative Party in 1980, as its press officer, Michael Ancram was its chairman. I was 34, and so was he, a week younger than me. He smiled his way through the interview, because that’s how he was; an aristocrat, yes, a man of influence, yes, but without any side to him. He wasn’t simply a chair, he was a leader whom his entire staff, the Scottish backbenchers and most of the voluntary side, were happy to follow. He didn’t simply talk the talk. He put it on the line when he had to. At that time, the hot issue in Scotland was the future of the steel strip mill, Ravenscraig, in Motherwell, my home town. London would have pulled the plug on it in heartbeat but we had an election to fight in 1983. The STUC held a rally in protest against the feared closure. Michael went along; I was with him. We listened to the speeches, the fire, the brimstone; they had a case, in the short term at least. Michael whispered to me, ‘I’m going to do it.’ He stood up, was invited to speak, walked to the podium, and pledged his support and that of the Scottish party, to saving the plant. He put his job on the line, but he kept it. We went into the 1983 General Election with 21 Scottish seats, and we came out with 21. We knew that was a phenomenal resulting that climate, but it wasn’t good enough for Maggie, who had spent a total of 18 hours in Scotland in the entire campaign, and consequently knew as little about it as clearly she cared. Yes, she gave Michael a job in government in the aftermath, but on the lowest rung of the ladder, Parliamentary Under-secretary of State. Those of us who had worked for and with him saw that as an insult. Looking back, I believe was her way of controlling someone she knew would never be a yes man. Or maybe she was getting even for Ravenscraig.

Four years later, Michael lost his Edinburgh seat, which had always been marginal. By that time, I was out of politics and a director of a corporate communications firm in Edinburgh. I persuaded my colleagues that we had a need for the right non-executive director. They agreed, he and I had lunch, and he joined our board. Not long afterwards, he became our chairman too.

In 1992 politics called him back, inevitably, to a safe seat in England, a different Prime Minister, a proper job, and the respect his talent deserved, although not quite enough to see him win the leadership in 2001, when his colleagues made the mistake of choosing Ian Duncan Smith. Michael gave a lot to his country and he could have given a lot more.

My deepest sympathy to Jane, and to his family.