The strange patriotism of Iron Maiden

Kate Mossman catches the heavy metal giants on their "Maiden England" tour, and is perplexed by their nationalist aesthetic.

Iron Maiden
O2 Arena, London SE10

Last year, Iron Maiden’s Bruce Dickinson appeared on the late-night discussion show Hardtalk on BBC News. The line of interrogation was: “How can you mix the hard-rock lifestyle of a metalhead with the clean living required of a pilot and an entrepreneur?” I’m not sure why the BBC still hasn’t figured out how to ask rock stars intelligent questions. It also surprises me that – after 40 years – people fail to understand that members of Britain’s rock gentry got where they did by being conservative and having an eye for wise investments in the first place.

Dickinson’s Cardiff Aviation Ltd (pilot training, hangar space, plane maintenance, and so on) was founded in 2012. His previous work as a commercial pilot included more heroic exploits, appropriate to a man who sings in “Aces High”: “Jump in the cockpit and start up the engines/Remove all the wheel blocks, there’s no time to waste!”

In 2006, he “rescued” 200 UK citizens from Lebanon during the Israel/Hezbollah conflict; in 2008, he brought back 221 stranded holidaymakers from Egypt after the collapse of XL Airways and flew some RAF crew home from Afghanistan. There’s no band more British than Iron Maiden, from the flags brandished by their mascot, the death’s head Eddie, to their cod-Shakespearean lyrics, Churchill voice-overs, war-film backdrops and the kind of enthusiastic nods to multiculturalism we get at the O2 Arena on 3 August. “Every gig, we see all nationalities together,” says Dickinson, surveying the crowd. “And you know what, that’s all great, because it’s one nation under a fucking maiden!”

“Metalheads” (whatever that means) are as much soldiers as they are rebels. One Maiden fan I knew at university – an extreme case, admittedly – was teetotal and shavenheaded; he polished his boots every morning and kept his CDs in alphabetical order. Walking into the O2, I am struck by the throbbing cohesion of this crowd: it pulls you in, making you long to be part of it, wearing the T-shirt – though you know you’d be a fake if you bought one.

It makes me happy just to think that these bands exist: powerful little worlds spinning on their own axes, free from fashion, running on evangelism and eccentricity. Iron Maiden are still massive. Their most recent album, The Final Frontier (2010), reached number one in 28 countries. In the last week of July, this “Maiden England” tour grossed more than Taylor Swift and Justin Bieber. And this O2 gig sold out in 12 minutes.

They formed in 1975. The main difference today, notes my friend, who last saw them in 1983, is the number of families in attendance. The band’s warped cartoon aesthetic always appealed to children; in the late 1970s, 12- year-olds drew Eddie on their school bags. Now they’ve grown up and the arena is filled with their offspring, a joyous illustration of a crunched generation gap in music.

There are two tiny girls in boxing boots and “The Trooper” T-shirts and a small boy wearing a six-foot-long flag as a cape. Dickinson uses the stage like Freddie Mercury did, a tiny, crablike silhouette scuttling at speed across a cartoon backdrop (Eddie against a landscape of fire and ice). Soundless explosions radiate from the stage – to use a cliché of rock journalism, “melting your face off”. The band’s bassist, Steve Harris, down on the right, is the founder and mastermind but the group appears, at least, to be an efficient and democratic machine – especially when not two but three axes play lead in unison on a song called “Iron Maiden”.

Every night, at the same point in the show, Eddie appears onstage in living, breathing form: a man on stilts in a tricorne hat and tailcoat, who would not look out of place at a Cornish folk parade. “I am hard of hearing,” says Dickinson. “With all due respect, that was such bullshit: scream for me again, London!” He has that brilliant, old-fashioned accent that all rock stars from Mick Jagger to Rod Stewart seem to have – a cheeky, Ealing-comedy London you don’t hear much any more.

He was born in Worksop, Nottinghamshire, to a working-class family and was raised by his grandfather, a miner, who died of black lung. By the time he was a teenager, his parents had raised enough money doing up property to send him to Oundle public school, where he became the president of the war games society and handled real firearms – and from which he was later expelled.

Britain’s rock stars moved up quickly in the world, fraternised with the titled, bought castles and suits of armour, colonised Mustique and appeared in Tatler’s society pages. They helped usher in the only kind of patriotism with which we are comfortable today: self-mocking, cartoonish, ridiculous, loose.

Eddie and his flags mean many things to many people. He was co-opted by the Ulster Defence Association in the 1980s and appears on some murals in Belfast. On the artwork for the single “Sanctuary”, he stood over the vanquished figure of Thatcher. Then, in that Hardtalk interview, Dickinson observed that all working-class people were naturally conservative and someone on YouTube commented: “Maiden for Ukip!”

Lead singer Bruce Dickinson launching "Trooper" beer, in March 2013. Photograph: Ben Pruchnie/ Getty Images.

Kate Mossman is the New Statesman's arts editor and pop critic.

This article first appeared in the 19 August 2013 issue of the New Statesman, Why aren’t young people working

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So much for "the table never lies" – data unravels football's biggest lie of all

London side Brentford FC are using data to rethink the usual football club model.

It’s a miserable day for practice, the rain spitting down on the manicured training pitches of Brentford Football Club. Inside a tiny office marked Director of Football, Rasmus Ankersen is waiting for his phone to ring. The winter transfer window closes in 11 hours and there are deals to finalise.

Ankersen, a 33-year-old Dane with a trim beard and hair pulled into a small ponytail, seems relaxed. Perhaps he knows that the £12m transfer of the striker Scott Hogan to Aston Villa is as good as done. Or maybe his comfort comes from Brentford’s performance this season. The small west London club sits safely in the top half of the second tier of English football – at least according to management’s own version of the league table, which is based on “deserved” rather than actual results. Officially, on 31 January, when we meet, the team is 15th of 24.

“There’s a concept in football that the table never lies,” says Ankersen, whose own playing career was ended by a knee injury in his teens. “Well, that’s the biggest lie in football. Your league position is not the best metric to evaluate success.”

Brentford are an outlier in English football. Since the professional gambler Matthew Benham bought a majority share in 2012, they have relied on the scientific application of statistics – the “moneyball” technique pioneered in baseball – when assessing performance.

The early results were positive. In 2014, Brentford were promoted from League One to the Championship and the next season finished fifth. That same year, Benham’s other team, FC Midtjylland, which is run on similar principles, won the Danish Superliga for the first time.

Yet in 2016 Brentford slipped to ninth. Despite the disappointing season so far, Ankersen insists the strategy is the right one for “a small club with a small budget”.

Underpinning Brentford’s approach is the understanding that luck often plays a big part in football. “It is a low-scoring sport, so random events can have a big impact,” Ankersen says. “The ball can take a deflection, the referee can make a mistake. The best team wins less often than in other sports.”

In a match, or even over a season, a team can score fewer or more than its performance merits. A famous example is Newcastle in 2012, says Ankersen, who besides his football job is an entrepreneur and author. In his recent book, Hunger in Paradise, he notes that after Newcastle finished fifth in the Premier League, their manager, Alan Pardew, was rewarded with an eight-year extension of his contract.

If the club’s owners had looked more closely at the data, they would have realised the team was not nearly as good as it seemed. Newcastle’s goal difference – goals scored minus goals conceded – was only +5, compared to +25 and +19 for the teams immediately above and below them. Statistically, a club with Newcastle’s goal difference should have earned ten points fewer than it did.

Moreover, its shot differential (how many shots on goal a team makes compared to its opponents) was negative and the sixth worst in the league. That its players converted such a high percentage of their shots into goals was remarkable – and unsustainable.

The next season, Newcastle finished 16th in the Premier League. The team was not worse: its performance had regressed to the mean. “Success can turn luck into genius,” Ankersen says. “You have to treat success with the same degree of scepticism as failure.”

Brentford’s key performance metric is “expected goals” for and against the team, based on the quality and quantity of chances created during a match. This may give a result that differs from the actual score, and is used to build the alternative league table that the management says is a more reliable predictor of results.

Besides data, Brentford are rethinking the usual football club model in other ways. Most league clubs run academies to identify local players aged nine to 16. But Ankersen says that this system favours the richer clubs, which can pick off the best players coached by smaller teams.

Last summer, Brentford shut their academy. Instead, they now operate a “B team” for players aged 17 to 20. They aim to recruit footballers “hungry for a second chance” after being rejected by other clubs, and EU players who see the Championship as a stepping stone to the Premier League.

It’s a fascinating experiment, and whether Brentford will achieve their goal of reaching the Premier League in the near future is uncertain. But on the day we met, Ankersen’s conviction that his team’s fortunes would turn was not misplaced. That evening, Brentford beat Aston Villa 3-0, and moved up to 13th place in the table. Closer to the mean.

Xan Rice is Features Editor at the New Statesman.

This article first appeared in the 16 February 2017 issue of the New Statesman, The New Times