Steve Smith

At a time when the 2006 May elections are just over a month away this hard-hitting booklet brings us the chance to read the success story of Britain's Burnley BNP as seen by the man who has stood right in the centre of the remarkable rise of this branch of the British National Party. Former organiser and co-founder of the branch Steven Smith and now leading BPP activist has put his experiences into a very readable book which is fascinating and enjoyable, hugely instructive, and inspirational in its message. How It Was Done is a 75-page illustrated publication which should be studied by all.

An excerpt from Steve Smith's excellent book "HOW IT WAS DONE"

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From Chapter 7, page 50 - Preparing for 2003; [About John Tyndall's speaking engagement in Burnley which was disturbed by reds]

In the event the meeting went off very smoothly and without incident - much to the dismay of the party leadership, no doubt. Days later there were howls of protest from the local press from predictable quarters complaining about the cost to the taxpayers of the town of policing the BNP-sponsored event.

Who informed the police, the SWP and the media about Mr. Tyndall's intended speaking engagement, however, is and will probably always remain a mystery to most, but not to everyone!

It was these events more than any other, I think, that confirmed my worst fears, which were that the leadership of the BNP were more interested in themselves than the party, as evidenced by their preparedness to discredit their most successful branch simply to get at John Tyndall. It occurred to me that they had not freed themselves from the yolk of the old nationalist mindset of only seeing Britain's foremost nationalist political organisation as a means of enriching themselves and their hangers-on, whilst allowing people like Simon Bennett to bleed to death financially. Their mindset was a carry-over from an era when, because of the absence of activity and success, all there was to do was to compete for internal status and the money that went with it, and to exaggerate the state of affairs existing within the organisation, which after a time became an acceptable substitute for the real thing. In the old days you had to have an allegiance to this particular leader or that particular organiser, and if you were not for them you were fudged to be against them. This was the mindset of Nick Griffin, who could not or would not see that there were people in the BNP who were capable of putting such petty considerations to one side so that they could concentrate on making the party genuinely successful. Twenty years of failure on their own part had taught these people nothing about the true nature of Burnley's success.

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