Military Reminiscences of the Civil War (Vol.1&2). Jacob D. Cox
But beside all these, there is a constitution of body and mind for which we can find no better name than military aptitude. For lack of it many estimable, intelligent, and brave men failed as officers. Again, not every good captain made a good colonel, and not every good brigade commander was fit for a division or a larger command. There was a constantly widening test of capacity, and a rapid thinning of the numbers found fit for great responsibilities until the command of great armies was reached, when two or three names are all that we can enumerate as having been proven during the four years of our civil strife to be fully equal to the task.
Besides the indications of unfitness for the subordinate commands which I have mentioned, another classification may be made. In an agricultural community (and the greater part of our population was and is agricultural), a middle-aged farmer who had been thrifty in business and had been a country magistrate or a representative in the legislature, would be the natural leader in his town or county, and if his patriotism prompted him to set the example of enlisting, he would probably be chosen to a company office, and perhaps to a field office in the regiment. Absolutely ignorant of tactics, he would find that his habits of mind and body were too fixed, and that he could not learn the new business into which he had plunged. He would be abashed at the very thought of standing before a company and shouting the word of command. The tactical lessons conned in his tent would vanish in a sort of stage-fright when he tried to practise them in public. Some would overcome the difficulty by perseverance, others would give it up in despair and resign, still others would hold on from pride or shame, until some pressure from above or below would force them to retire. Some men of this stamp had personal fighting qualities which kept them in the service in spite of their tactical ignorance, like brave old Wolford of Kentucky, of whom it used to be jocosely said, that the command by which he rallied his cavalry regiment was "Huddle on the Hill, boys!"
A man wholly without business training would always be in embarrassment, though his other qualifications for military life were good. Even a company has a good deal of administrative business to do. Accounts are to be kept, rations, clothing, arms, accoutrements, and ammunition are to be receipted and accounted for. Returns of various kinds are to be made, applications for furlough, musters, rolls, and the like make a good deal of clerical work, and though most of it may fall on the first sergeant, the captain and commissioned officers must know how it should be done and when it is well done, or they are sure to get into trouble. It was a very rare thing for a man of middle age to make a good company officer. A good many who tried it at the beginning had to be eliminated from the service in one way or another. In a less degree the same was found to hold true of the regimental field officers. Some men retain flexibility of mind and body longer than others, and could more easily adapt themselves to new circumstances and a new occupation. Of course such would succeed best. But it is also true that in the larger and broader commands solidity of judgment and weight of character were more essential than in the company, and the experience of older men was a more valuable quality. Such reasons will account for the fact that youth seemed to be an almost essential requisite for a company officer, whilst it was not so in the same degree in the higher positions.
It was astonishing to see the rapidity with which well-educated and earnest young men progressed as officers. They were alert in both mind and body. They quickly grasped the principles of their new profession, and with very little instruction made themselves masters of tactics and of administrative routine. Add to this, bravery of the highest type and a burning zeal in the cause they were fighting for, and a campaign or two made them the peers of any officers of their grade in our own or any other army.
Another class which cannot be omitted and which is yet very hard to define accurately, is that of the "political appointments."
Of the learned professions, the lawyers were of course most strongly represented among officers of the line. The medical men were so greatly needed in their own professional department that it was hard to find a sufficient number of suitable age and proper skill to supply the regiments with surgeons and the hospitals with a proper staff. The clergy were non-combatants by profession, and a few only were found in other than chaplain's duty. Civil engineers, railroad contractors, architects, and manufacturers were well represented and were valuable men. Scarce any single qualification was more useful in organizing the army than that of using and handling considerable bodies of men such as mechanics and railway employees.
The profession of the law is in our country so closely allied to political activity that the lawyers who put on the uniform were most likely to be classed among political appointments. The term was first applied to men like Banks, Butler, Baker, Logan, and Blair, most of whom left seats in Congress to serve in the army. If they had not done so, it would have been easy for critics to say that the prominent politicians took care to keep their own bodies out of harm's way. Most of them won hard-earned and well-deserved fame as able soldiers before the war was over. In an armed struggle which grew out of a great political contest, it was inevitable that eager political partisans should be among the most active in the new volunteer organizations. They called meetings, addressed the people to rouse their enthusiasm, urged enlistments, and often set the example by enrolling their own names first. It must be kept constantly in mind that we had no militia organization that bore any appreciable proportion to the greatness of the country's need, and that at any rate the policy of relying upon volunteering at the beginning was adopted by the government. It was a foregone conclusion that popular leaders of all grades must largely officer the new troops. Such men might be national leaders or leaders of country neighborhoods; but big or little, they were the necessity of the time. It was the application of the old Yankee story, "If the Lord will have a church in Paxton, he must take sech as ther' be for deacons."
I have, in a former chapter, given my opinion that the government made a mistake in following General Scott's advice to keep its regular army intact and forbid its officers from joining volunteer regiments; but good or bad, that advice was followed at the beginning, and the only possible thing to do next was to let popular selection and natural leadership of any sort determine the company organizations. The governors of States generally followed a similar rule in the choice of field officers, and selected the general officers from those in the state militia, or from former officers of the army retired to civil life. In one sense, therefore, the whole organization of the volunteer force might be said to be political, though we heard more of "political generals" than we did of political captains or lieutenants. When the organization of the United States Volunteers took the place of the state contingents which formed the "three months' service," the appointments by the President were usually selections from those acting already under state appointment. The National Government was more conservative than the Confederacy in this respect. Our service was always full of colonels doing duty as brigadiers and brigadiers doing duty as major-generals, whilst the Southern army usually had a brigadier for every brigade and a major-general for every division, with lieutenant-generals and generals for the highest commands. If some rigid method had been adopted for mustering out all officers whom the government, after a fair trial, was unwilling to trust with the command appropriate to their grade, there would have been little to complain of; but an evil which grew very great was that men in high rank were kept upon the roster after it was proven that they were incompetent, and when no army commander would willingly receive them as his subordinates. Nominal commands at the rear or of a merely administrative kind were multiplied, and still many passed no small part of the war "waiting orders." As the total number of general officers was limited by law, it followed, of course, that promotion had to be withheld from many who had won it by service in the field. This evil, however, was not peculiar to the class of appointments from civil life. The faults in the first appointments were such as were almost necessarily connected with the sudden creation of a vast army. The failure to provide for a thorough test and sifting of the material was a governmental error. It was palliated by the necessity of conciliating influential men, and of avoiding antagonisms when the fate of the nation trembled in the balance; but this was a political motive, and the evil was probably endured in spite of its well-known tendency to weaken the military service.
A few months' campaigning in the field got us rid of most of the "town-meeting style" of conducting military affairs in the army itself, though nothing could cure the practice on the part of unscrupulous men of seeking reputation with the general public by dishonest means. The newspapers were used to give fictitious credit to some and to injure others. If the regular