Article
Culture
Masculinity
Royalty
6 min read

Henry VIII's toxic masculinity

There was much more to the famed monarch than a padded codpiece, Historian Suzannah Lipscomb unpacks how his toxic behaviour led to ridicule and dishonour. Part of The Problem with Men series.
King Henry VII, wearing a hat, stares away, in a portrait.
Henry VIII, by Hans Holbein the Younger.
Thyssen-Bornemisza Museum.

History offers many examples of toxic masculinity – perhaps none better than King Henry VIII. Two central qualities of Henry's inflated sense of manhood remain familiar today: he believed that he was always right, and he treated brutally those who disagreed. 

The sixteenth century was a patriarchal age. Men dominated every position of power and influence, cultural values favoured men, and women were obsessively controlled. Wives had no existence under law; a husband had a legal right to dispose of his wife's property and money without her consent and knowledge. Women were barred from holding office, and were thought to be morally, mentally, and emotionally weaker than men. Despite (or perhaps because of) this, it was an age in which patriarchs were increasingly anxious and masculinity had to be repeatedly enacted.  

In an age before credit checks, personal honour counted for everything. Honour was chiefly a measure of someone's ability to conform to gender ideals. For women, this meant chastity: celibacy before marriage and fidelity after it. Men could demonstrate honour in a range of ways. As a young man, Henry VIII showed his masculinity in displays of courage and strength on the tiltyard and at war. But, for men too, honour could be sexual. Men had to demonstrate an energetic sexual appetite.  

1534. Henry wanted complicity even in his subjects' thoughts. The Treasons Act of the same year made it high treason to call the king a 'heretic, schismatic, tyrant, infidel or usurper of the crown'.

Henry VIII's blinkered patriarchal vision (and, to be fair, English history to that point) meant that, unlike Katherine his wife, Henry could not envisage their only surviving child, Mary, as a ruling queen. All their other children had died within a few hours, days or weeks of birth or had been born dead, and Katherine was in her forties. So, on grounds he knew were untrue – the suggestion that Katherine's marriage to his brother Arthur had been consummated – Henry sought one. The Pope refused – but Henry needed to be right. With a hefty dose of self-delusion, he used a partial reading of scripture to justify separating from his wife of twenty years. It took schism from the Roman Catholic Church to make it a reality.  

The whole country was pulled into saying black was white. The Act of Succession of 1534 included an oath that every man (only men) was required to swear. They were to state that they regarded Mary 'but as a bastard' and that Anne Boleyn was Henry's lawful wife and the rightful Queen of England 'without any scrupulosity of conscience'. Henry wanted complicity even in his subjects' thoughts. The Treasons Act of the same year made it high treason to call the king a 'heretic, schismatic, tyrant, infidel or usurper of the crown'. Those who failed to agree with Henry's perspective – Sir Thomas More and Bishop John Fisher chief among them – were executed.  

Part of the reason was that Henry became very attached to his position as Supreme Head of the Church. He reckoned himself a theologian. In 1536, he wrote the first doctrinal statement of the Church of England. Henry’s theological position, in the all-to-play-for years of the 1530s, was his own idiosyncratic hodge-podge of contemporary Catholicism and Protestantism. He hated Martin Luther’s idea that a person could be made right with God without having earned it, but he also denied the reality of purgatory (though he left funds for his own soul to be prayed for after death, just in case). Later in life the king would annotate religious texts composed by his bishops and be compared in his commissioned tapestries and psalter to the Old Testament patriarchs Abraham and David, and the New Testament saint Paul. He was depicted on the frontispiece of the Great Bible as first under God. A rebellion that sought to challenge his supremacy was put down with extreme force.  

In other words, Henry’s preoccupation with preeminent masculinity can be seen even here: he thought his personal faith should determine the religious practice of the whole kingdom. Those who did not agree on a point of doctrine – like John Lambert, who held that the bread and wine of the Mass were symbols of, not literally, Christ’s body and blood – were executed. Henry personally presided over Lambert’s trial. On one day in 1540, on the king’s orders, three Protestants were burned as heretics, and three Catholics were hanged as traitors. 

Anne's alleged adultery (the evidence for any actual adultery is risible) therefore profoundly affected Henry's perceived honour. For a king, the apparent lack of control or dominance in his household was especially galling. 

This religious activity took place against a background of trials of Henry’s masculinity. Ultimately, the gamble of the break with Rome and marriage to Anne did not pay off. In fact, it exposed Henry to ridicule and dishonour. 

After Anne had a baby girl and miscarried a boy, Henry became convinced that she was committing adultery and incest with five men including her brother. That one of Henry’s reasons for being attracted to Anne had been her intense personal engagement with faith should have indicated to him how unlikely these charges were to be true. In conversation she had mentioned that the king might one day die – which was also illegal under the Treasons Act – and so, in addition to adultery and incest, she was convicted of conspiring the king's death. But the trials backfired. Anne’s brother admitted at his that Anne had told him that Henry was 'not skillful in copulating with a woman and had neither vigour and potency'. This was said in front of a crowd of two thousand people in the Great Hall at the Tower of London. 

Contemporary thought made a link between potency and fidelity. A woman's adultery was thought to be her husband's fault: The 1607 book, The court of good counsell, instructs a cuckolded man to 'find how the occasion came from himself, and that he hath not used her, as he ought to have done'. This was not an injunction to be kinder; in early modern parlance, 'use' was a euphemism for sex. Husbands needed to demonstrate sexual dominance, which was considered a crucial part of patriarchal control. In something called a charivari, men who were childless, thought to be ruled by their wives, or who cuckolded were mocked without mercy. 

Anne's alleged adultery (the evidence for any actual adultery is risible) therefore profoundly affected Henry's perceived honour. For a king, the apparent lack of control or dominance in his household was especially galling.  

A damaged sense of masculinity in a culture that insists on male dominance leads to doubling down.

It is for this reason that during the three short weeks between Anne's accusation and her execution, while she remained in the Tower, Henry visited Jane Seymour and danced with her late into the night. He remarried within eleven days of Anne's death. It was all to assert his sexual appetite – his manliness.  

Henry's profound anxiety about his manhood also influences the picture we have of him. His most-copied, full-length portrait focuses on Henry not as a king – there is no crown, orb or sceptre – but as a man. In a martial stance, with broad shoulders and splayed feet, the king wears an enormously padded codpiece. Painted after Anne's death, it reeks of masculine bravado. 

His toxic masculinity – as it has a habit of doing – replayed itself again and again. Henry had his marriage to Anne of Cleves (wife no. 4) dissolved on spurious grounds, but in fact because he was unable to consummate the marriage. He blamed his lack of arousal on her full breasts and large belly (which he took as indicators that she was not a virgin), insisting that wet dreams showed the problem was not with him. Meanwhile, wife no. 5, Kathryn Howard, was – history repeating itself – accused of adultery, raising once again the sense that Henry was unable to rule and reign.  

A damaged sense of masculinity in a culture that insists on male dominance leads to doubling down. Both Anne Boleyn and Kathryn Howard were executed: one on the basis of concocted evidence, the other without a trial (an act of parliament declared Howard guilty). Henry VIII's reign is just one example of just how poisonous patriarchy can be. 

Listen to Suzannah Lipscomb on Seen & Unseen's Re-enchanting podcast

Article
Character
Culture
Leading
Virtues
6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.
What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.  

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.  

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.  

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.  

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.  

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.  

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.   

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.  

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. 

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.  

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.  

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.  

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.  

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.  

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.  

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”  

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.  

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible.  This exercise might be aided by AI, but it is at its heart a human endeavour. 

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance. 

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating. 

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.   

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?” 

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”  

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”  

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.   

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.  

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.  

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.  

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.  

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.  

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.