Endings

There was an interesting email the other day from Harry Bingham of Jericho Writers.

Harry said, “Beginnings are important. If you don’t get your reader onto the story-train in that opening chapter, you’ve basically lost the game before it’s really started.

And also: if you don’t set expectations just so in those opening pages, you’re likely to confuse your reader or upset them later in the book – another way to lose the game.

But endings matter too. To a huge extent, they set an architecture for the whole book. They determine the way you understand it.

Endings matter at least as much as beginnings and the reason I don’t talk about them much is simply that endings mostly write themselves.

I don’t know about your experience, but my endings generally pass in a rush. It’s as though the entirety of the preceding novel is there to allow me to write the final chunk in a blaze of understanding and joy.

The understanding is: I know my characters. I know how all my little plot intricacies need to play out. I know what the grand finale needs to deliver. The prior 90,000 words involved me figuring those things out. The last 20,000 are my reward.

The joy is partly the ease of writing. But it’s also the joy of completing the arc. It’s like writing one long punchline, where you already know that the joke is going to land. I’ve certainly had some spectacularly happy writing sessions that haven’t involved endings. But mostly – the writing sessions I remember with most pleasure involve endings. Words flowing and the text satisfying.

So maybe you don’t need help with the endings. I think there’s an argument that if the preceding story has worked properly, the ending should just fall into place. But here, for what it’s worth, is a checklist to keep at hand …

Exterior drama

Have you properly completed your exterior drama? In the kind of books I write, that’ll typically involve some good splash of violence – a sinking boat, a fight, a burning building. But that’s not necessary. In Pride and Prejudice, the exterior ‘drama’ involves a naïve girl eloping with Mr Wrong and the Romantic Hero doing (off-screen) what Romantic Heroes are there to do. The off-screen quality of that drama is probably a little underweight for a modern audience, but so long as you have some dramatic action that’s well suited to your genre and readership, you’re fine.

Interior drama

The flipside of the exterior action needs to be some serious internal pressure. In a standalone novel, that pressure needs to have the sense of being pivotal – life-altering, life-defining. In a series novel, you can’t quite get away with a new life-defining moment with every installment, but the stakes still need to be high. Series characters take a bit of a battering as a result.

Most books, not all, will involve a romantic relationship. And – of course – the pressures of your grand finale are also pressures that test and define that relationship. You definitely don’t have to kiss and get married at the end of every book. I’ve ended a book with my protagonist ending what had seemed like a strong and constructive relationship. But when your character enters the furnaces of your ending, everything is tested, everything will either prove itself durable or fallible. The relationship can’t simply be as it was before. (Again, series characters need to play those things differently, but ‘differently’ doesn’t mean you can just ignore the issue.)

Other key friendships / relationships

Of course, there are a ton of other relationships that build up over the course of a book. Those might be best-friend type relationships, or children, or parents. They can (importantly) be office colleagues, which sounds dull but they can matter too. My detective’s relationship with her boss and other colleagues is just quite central to the architecture of her life and the books. These relationships too don’t need profound alteration necessarily, but they need some token of ending. A boss hugging your character (when he/she never normally would), or talking about a promotion, or offering a holiday – those things sound trivial, but they can define something important about everyone’s relationship to what has just happened. You don’t necessarily need much here. Half a page? A page? That might be ample. But if you book misses that page, it’ll never quite satisfy as it ought to.

Mystery resolution

Most books – not just crime novels – will often have some kind of mystery at the heart. That mystery will probably be unfolded in your grand action-climax, but that won’t always be true. Modern fiction has (rightly) moved away from that moustache-twirling final chapter where the Great Detective reveals the mystery to a completely static audience. But it’ll often be the case that little questions and niggles remain. Those things need to be addressed. It’s even OK if they’re addressed by saying, “We’ll never know exactly how / why / who X.” But you need to resolve your mysteries or acknowledge that you haven’t.

Movement

And, since we’ve just dissed static and moustache-twirling final chapters, I’d add that maintaining some kind of motion still matters at the end. Just as you’ll want to move settings fairly frequently in your middle chapters, I think you’ll want to do the same at the end. Physical motion is still a good way to convey story motion.

The closing shot

And –

There’s a theory in film-structure that the opening shot should show the ‘Before’ state of a character and the closing shot should show the ‘After’ – where the before/after vignettes somehow encapsulate the alteration brought about by the story. So to take the (vastly excellent) Miss Congeniality movie, the opening shot shows Sandra Bullock as goofy, unkempt, and without close female friends. The closing shot shows her kempt, still her, but now with close female friends. That’s the key transition in the movie.

I don’t quite like the mechanical nature of these movie plotting guides, but I do think it’s worth reflecting on the closing shot. What are you wanting to show? What’s the image of your character that you want to leave with your reader? In one of my books, a girl had been long separated from her father. Fiona’s last act in the book is to rejoin the two. She’s not physically present when the two meet – she’s set up the meeting, but remains in a car outside, watching. And that maybe is just the right tone for the book. Fiona plays this almost Christ-like role – suffering for others, undoing wrongs – but nevertheless remains on the outside of ordinary human society. That point isn’t made in any direct way, but it doesn’t have to be. An indirect point lingers longer than one made more crudely.”

Review: Truth to Power: My Three Years Inside Eskom

Eskom used to be a customer of mine when I worked for Westinghouse in the 1970’s. I took several trips to South Africa, but never got any business. Retrospectively, possibly because Westinghouse didn’t pay bribes. Eskom’s current severe load shedding attracted me to this book by André de Ruyter, the CEO of Eskom during the three year period 2020 -2022.

André de Ruyter must have written this book in a hurry. He resigned as CEO of Eskom in late February this year, and the book was distributed in late August. That’s six months to strike a deal with the publisher, Penguin, write the book, have it edited, publicised and published. At just over 300 pages it is filled with facts that he would have had to look up. As most novels have a ‘gestation time’ of at least a year, it is a remarkable feat to publish this book in six months.

de Ruyter got the top job at Eskom in January 2020. He says that 28 presumably qualified black candidates turned down the job. This gives an indication of how tough the job was. Eskom was shedding load regularly, deeply in debt, owned by the South African state, subject to political manipulations, and racked by corruption. de Ruyter says he took the job because it represented a challenge, and out of patriotism to South Africa and not for the low compensation.

In the book, de Ruyter describes the difficulties he faced as CEO:

  • Eskom had no reserve generating capacity, owing to years of indecision by the government. Government regulation made it impossible for privately owned generation to enter the market. The government wanted 100% control of the electric power market.
  • Eskom’s tariffs were below cost, and the government resisted efforts to raise tariffs, on the basis that cheap energy was desirable, but this only led to a huge debt mountain.
  • Municipalities did not pay the bills for power delivered to them. They had to be taken to court.
  • The government was biased in favor of coal fuel. This made it difficult to plan for renewables for power generation. Moreover, the quality of available coal was deteriorating, contributing to maintenance and output problems.
  • Corruption was rife in the purchasing of coal fuel oil and goods. A major, privately funded investigation found that senior ANC members were involved in corruption.
  • Local police did not co-operate in the prosecution of criminal employees
  • Violent threats were made against whistle blowers, including the CEO who had to have body guards.
  • The CEO was served a cup of coffee that had been laced with cyanide
  • The skills base was badly eroded. Regulations made it difficult to re-hire skilled white workers and difficult also to dismiss under performing black workers.
  • The average age of the power stations was more than forty years, and they had not been subject to routine maintenance
  • Regulations made it difficult to obtain OEM spare parts directly. This opened the possibilities of corruption
  • Sabotage of operating plant for political ends was not uncommon.

In spite of these challenges, de Ruyter did accomplish quite a lot:

  • a plan to transition to a low carbon future with privately- and Eskom-owned renewable generation
  • a culture change in Eskom: loyalty, accountability, and values based
  • the division of Eskom into three entities: generation, transmission and distribution

de Ruyter resigned when a new chairman was appointed with a brief to run a ‘hands on’ board. This led to management being undermined and second-guessed by amateurs at every turn. Unfortunately, that chairman is still in place.

This book will have caused consternation within the ANC. There are many specific accounts of named government leaders taking decisions and actions which are contrary to the interests of the country.

I have two criticisms of this book. First, it is not well organised. Topics and the timeline are frequently switched around. The whole story still gets told, but in a somewhat disjointed way. Second, de Ruyter lectures the reader frequently about why his management style and techniques are right. They are right, but the average reader will not need the lecture.

This book is a very valuable piece of work. It exposes the inherent weaknesses of a naive, Marxist-oriented government, shows the risks in government ownership of business, and makes the undoubtable case for competent, modern management.