A Temperance Bar is a type of bar, found particularly during the C19th and early C20th, that did not serve alcoholic beverages. A number of such bars were established in conjunction with the Temperance Society, advocating a moderate approach to life, especially concerning the abstinence from alcohol.
Temperance Bars with full temperance licences (allowing them to serve on Sundays, despite English trading laws at the time) were once common in many high streets in the North of England. The movement had a massive following, fuelled mainly by Methodists. These bars were the first outlet for Vimto, also serving brews such as black beer and raisin tonic, blood tonic, dandelion and burdock, herb bitters and sarsaparilla.
The temperance movement (one foot in front of the other please) began in 1835 in Preston, amid concerns about the Industrial Revolution’s equally industrial levels of alcoholism. Although prohibition was never formalised in the UK in the same way it was by our supposedly sober cousins in America, a wave of non-alcoholic bars began popping up in most towns to guard against the dangers of heavy drinking.
In their heyday, temperance drinks were not only seen as delicious non-boozy tipple, but were thought to have health benefits: ginger for soothing nausea or colds, sarsaparilla and dandelion for detoxifying. I’m a little sceptical: according to family folklore, my gran’s deafness was caused when my great grandfather decided to shun the doctor and treat her ear infection with his herbal linctures.
Some of the most famous Temperance Bars carried the Fitzpatrick family name. The Fitzpatricks, a family from Ireland, came over to Lancashire in the 1880s. A family of herbalists, they turned to building a family-run chain of shops throughout Lancashire. These shops dealt in their non-alcoholic drinks, sold herbal remedies, and cordial bottles.
At their peak, the Fitzpatrick family owned twenty-four shops, all brewing drinks to the original recipes brought over from Ireland. However, as new drinks came over from America, the Temperance Bars slowly waned away. Today, Fitzpatrick’s Herbal Health in Rawtenstall is the last Temperance Bar in the country.
The Rawtenstall bar has been thought of with affection by generations of the town’s residents. It is notable for its old copper hot water dispenser, which was originally a fixture at the Astoria Ballroom in Rawtenstall. It has also won awards as the country’s ‘Best Sarsaparilla Brewer’, and for its dandelion & burdock.
The bar has recently reopened after four weeks refurbishment, with a fresher, brighter look and product innovations on the menu However, it has maintained its traditional offerings, past traditions and family-run ethos. The bar retains many of its original fixtures and fittings, including the ceramic tap barrels and shelves lined with jars of medicinal herbs. Mr. Fitzpatrick would be proud.
When I was growing up, dandelion and burdock was the social tipple of choice. Darkly mellow with just enough fizz and a pleasing aniseedy aftertaste, I used to drink it at my grandma’s house in Manchester – which we would gulp down with Jacobs orange Club biscuits. She would prop the bottle on the doorstep outside, ready for the man who collected the empties.
Apparently, dandelion and burdock dates back to the days of St Thomas Aquinas and it’s back, along with other old-style temperance drinks gracing much fancier menus than the chippies of my youth. For example, at the St Pancras Booking Office Bar at the London station, you can sip sarsaparilla or blood tonic whilst snacking on crispy calamari and parmesan chips.
The drinks may appear simple, but are unbelievably complicated. Sarsaparilla, for example, involves an intricate blend of sarsaparilla root, anise, liquorice, nutmeg, molasses, cinnamon, cloves, brown sugar, lemon juice and other botanical extracts.
But back to Fitzpatrick’s. This quirky Pennines apothecary, with its ceramic tap barrels and jars of botanical herbs and roots holds a special lure, with its ghostly inhabitants, unknown pasts and general eccentricity. Come rain, shine or old-fashioned drizzle, it will restore you, warm your cockles, quench your thirst and satisfy your need for quirkiness.
However, the fact that it is the last temperance hostelry shows you have to keep moving and innovate, otherwise your market evaporates as your customer preferences change or alternative products take your marker. The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew.
Rousing words from President Abraham Lincoln, taken from his 1862 annual address to Congress. It’s a call to action, which has resonance with the turbulence in most markets today. You simply can’t stand still, the need is to stay agile with a relevant value proposition and viable business model.
But most businesses hesitate to adopt new thinking, instead they focus on hunkering down and a low-key ‘back to basics’ approach, defaulting to a risk-reduction focus rather than a growth mindset. Whilst this often secures bottom-line improvement, it is unsustainable and rarely offers anything more than short-term expediency.
It impedes curiosity and experimentation, and stifles thinking beyond the immediate time horizon. However, whilst organisations may regard seeking breakthroughs as too steep a challenge and are content with simply maintaining their business, research shows that focusing on short-term aspirations typically yields only short-term results, whilst those seeking significant breakthroughs will both identify the big ideas and also generate closer, incremental ideas along the way.
It’s about holding an ‘innovation mindset’. Over time, I’ve developed a pretty keen sense of whether or not my efforts with clients will be successful, and one of the biggest red flags that tells me I’m in trouble is hearing this phrase: That’s the way we’ve always done things.
I can’t think of a single sentence that’s more antithetical to growth and innovation than the blind acceptance that some things can’t be changed within an organisation. It’s a sentiment few companies can afford to indulge, but transforming an organisation from innovation-averse to forward-thinking isn’t always an easy road to navigate.
And that’s where you need an entrepreneurial leader, so lets say if someone was to build a passenger-carrying rocket for joy rides into space and offer you a ticket, would you go? Of course you would, especially if Richard Branson was involved.
He’s a live wire, someone with a can do, will do attitude who doesn’t let short-term difficulties become traumatic, although I’ve had some mixed experience with Virgin Atlantic – the last time I flew the rate of progress through the lounge to board the plane was so slow that technically I was classified as a missing person. However, his innovation in mass-market long haul flights has had an impact, and of course, very customer focussed.
But let’s consider Branson himself. In the last twenty years, barely a week passed when we weren’t treated to the spectacle of Branson’s mouse like whiskery chops being winched to safety from some vast expanse of ocean. His speedboats kept running into logs of wood or his balloons too heavy for sustained flight.
However, I like the way he’s made it in business without a pinstripe suit or an obvious predilection for golf, and despite the often-disastrous attempts to go across the Pacific on a tea tray or up Everest on a washing machine, I do like the way he keeps on trying, his boldness and give it-a-go attitude. He’s also dyslexic, so overcome that significant personal challenge too.
He may be a publicity-seeker, but he’ll get us in space with Virgin Galactic. My concern wouldn’t be the perilous spins, loud bangs and crashes of Branson’s previous failures as I sat in my seat, but rather the expectation that every passenger will have to conform to Branson’s relaxed style and only allowed to fly in jumpers and corduroys, and his beardy face beaming out doing the safety procedure promo. He’s got nice teeth though.
But recall Fatal Attraction, you thought Glenn Close was dead, you relaxed and then, whoa, she reared up out of the bath with that big spiky knife. That’s one thing Branson doesn’t do. No, not lie in a bath of cold water pretending to be dead, love him or loathe him, he doesn’t sit back and think That’s it, I’ve had enough.
Obviously he doesn’t need the money, but he just keeps on with his self-belief and crashes into the next idea. He’s a disruptive force that never gives up and while his opponents are kept fully employed wondering what he is going to do, he is busy doing it, and its often something they hadn’t thought he’d do.
Based on this inspiration, research, my own intuition and experience, I’ve developed a blueprint for creating an innovation mindset, which I’ve called High Growth Anatomy, an assessment of you innovation dna. It’s a series of reflective questions, structured as to ‘Go’ and ‘No Go’. Evaluate yourself, what’s your ‘Go’ score?
Foresight or Hallucination?
- We have clear and articulated goals based on our purpose, of where we want to be in the next 6, 12, 18 and 24 months;
- We have some thoughts on where we are aiming to be, but it’s more of a wish list than a ‘lets make it happen’ plan.
Front-foot or Back-foot?
- As a team we are moving forward all of the time;
- As a team we are fire-fighting most of the time.
Clued-up or Clueless?
- We are clear about how we make a difference in our market;
- We are unclear about how to stand out in our market.
Dexterous or Clumsy?
- We are agile in our business, we ‘seize’ the moment with alacrity;
- We are blunderers, unable to move quickly or with grace.
Leaning-forward or Leaning-back?
- We are restless thinkers, learning, imaging the future, eager to grow;
- We are thinking about our future, but out time is spent living today.
Web-enabled or Webbed-feet?
- We have a clearly articulated digital strategy in our business model;
- We use the Internet and social media, but have no digital vision.
Harmonious or Mutinous?
- We are all wearing the same jersey, pushing together in the same direction, one heart and one voice;
- We’re a collection of tribes and opinions, connected but not united.
Curious or Cautious?
- We develop lots of new things, some of them work, some don’t, but we’re always ready to experiment;
- We generally keep trying things until they don’t work, then think of something new to have a go at.
Heads-up or Head-down?
- When faced with a threat we respond rapidly and decisively;
- When faced with a threat, we often step back and wheel-spin.
Fresh thinkers or Copy cats?
- We are creative and restless, innovation is a core behaviour;
- We don’t have a point of difference in our business model.
Stickability or Bendability?
- When something is not going to plan, we reflect, adjust and kick on with renewed enthusiasm;
- When initiatives do not work, we tend to give up and go back to what we know.
Kinship or Coldfish?
- We actively pay attention to building our culture, values and spirit;
- We do not pay attention to our internal culture – it just happens.
Connectivity or Disconnected?
- We are hot wired, we’re all linked-in and linked-up;
- Our organisation is not well co-ordinated – we’re disconnected and decoupled.
Insights or Blindspots?
- We have a very good knowledge of our customers, their customers and our competitors;
- We have an ad-hoc knowledge of our customers, their customers and our competitors.
These are uncertain times with Brexit, Trumponomics and a General Election. Companies are struggling to find the right balance between caution and optimism. No one knows what will happen next, and it is crazy to operate your business as though you do. But the more volatile the times, the more essential it is to keep your options open. Thus, taking less risk (closing down innovation options) is actually more dangerous than investing to preserve a number of future-focused options.
There are lessons for us all in the history of Fitzpatrick’s, decline and renewal, and the entrepreneurial attitude of Branson, where everything-is-possible and optimism rules. A strong sense of the possible is essential to driving innovation that in turn leads to success. Whilst the image of the swashbuckling adventure-hungry risk-taking buccaneering entrepreneur is somewhat of a caricature, positive energy and exuberance makes a refreshing change, as the news is a constant stream of maudlin and misery.
Things don’t just happen. You’re sure to get somewhere if you walk long enough isn’t the answer. Hope isn’t a strategy. It’s about strategic readiness, agility, clarity, direction and velocity and then execution. Sit down, have a glass of dandelion and burdock, and ask yourself the High Growth Anatomy questions and reflect on how to create your own future, before someone does that for you.