Old churches only burn down because of new illegal immigrants acting on behalf of the City of London as they pursue their agenda of a muslim America that they think they can control.
Petition: Review and remove judicial immunity for judges & magistrates
Launch a review into all laws, rules and conventions that grant judges and magistrates judicial immunity and legislate to remove judicial immunity for judges and magistrates.
https://t.co/2f4lEuinn0
The Counter-March – What You Actually Do on Monday
Gramsci’s side won because ordinary people made ordinary career decisions with a fifty-year horizon. Not heroes. Teachers, editors, functionaries, each one making a choice that looked small. That is the whole secret, and it is entirely available to us. A Council can issue verdicts; it cannot fill ten thousand positions. That part is yours.
Here is the strategy, stated plainly.
1. Choose institutions by whether they still answer to results. Anything that must produce something real — engineering, medicine, energy, defense, construction, software, finance where the position is marked to market — is still governed by reality and cannot be captured for long, because reality audits it. Anything that produces only reports, assessments, and compliance answers to nobody. Enter the first kind. For the second kind, don’t spend a career fighting to retake it – build its replacement.
2. Become excellent first, and visibly so. Gramsci’s marchers were often mediocre, and it didn’t matter, because the institutions they entered had stopped measuring. Ours have not. Competence is the only tenure available to us: it is very hard to remove the best engineer in the building, and very easy to remove the second-best one with opinions. Earn the position before you use it.
3. Do not resign in disgust. That is the single most common mistake, and it is exactly what the system wants – every honest person who walks out has completed the selection process on the other side’s behalf. Stay, do the work, be useful, and refuse the small lies. Internal emigration keeps you sane; it does not keep the institution.
4. Build the parallel where entry is closed. Some institutions cannot be retaken – the accreditation is captured, the pipeline is closed, the mission is corrupted at the root. Fine. Start the school, the journal, the apprenticeship, the prize, the fund, the training program. Small and functioning beats large and theoretical. The other side needed the state’s permission to build; we need almost none, which is a historically unusual advantage and will not last forever.
5. Hire. This is the step almost everyone skips. Every founder, partner, and manager reading this controls positions – and positions are the actual currency of the long march. One person who hires on merit for twenty years moves more than a hundred who post. If you have hiring power and you use it for anything other than the best person available, you are running the other side’s program with your own money.
6. Have children, and form them. The march succeeded across three generations because it captured formation. Nothing in this piece matters if the people who agree with it don’t reproduce, and nothing they inherit matters if they’re formed by institutions that despise it. Everything else on this list is a means. This is the end – the only item that is not a strategy but the thing the strategy is for.
7. Say true things in public, under your own name, at survivable cost. Not martyrdom – calibrated, repeated, unremarkable honesty from people who cannot easily be fired. The system’s power was never the punishment; it was the anticipation of punishment. Every person who speaks plainly and is still employed a year later lowers the price for everyone watching.
8. Play the fifty-year game. The march took from 1968 to roughly 2015 to complete. Anyone expecting a decisive victory in one electoral cycle will quit in disappointment, which is itself part of why the other side won. Choose things that compound: skills, institutions, children, reputations.
The other side’s advantage was never intelligence or funding. It was patience combined with direction – thousands of uncoordinated people pushing the same way for fifty years. We now have the direction, the vocabulary, and for the first time in a century, unblocked distribution. What remains is the boring part: the arriving, the staffing, and the staying.
Choose the institution. Be excellent in it. Hire well. Raise children. Say true things out loud. Then do it for thirty years. There is no shortcut, and looking for one is how the last fifty years were lost.