rance of both politics and politicians. It charges CHAP. VI. that past want of success "is attributable to the politicians rather than to the generals " in plain contradiction of the actual facts. It condemns "pepperbox strategy" and recommends detached operations in the same breath. The more noticeable point of the letter is that while reiterating that the Generalin-Chief had furnished no general plan, and while the principal commanders had neither unity of views nor concert of action, it ventures, though somewhat feebly, to recommend a combined system of operations for the West. "The idea of moving down the Mississippi by steam," says Halleck, in this letter, "is, in my opinion, impracticable, or at least premature. It is not a proper line of operations, at least now. A much more feasible plan is to move up the Cumberland and Tennessee, making Nashville the first objective point. This would turn Columbus and force the abandonment of Bowling Green... This line of the Cumberland or Tennessee is the great central line of the Western theater of war, with the Ohio below the mouth of Green River as the base, and two good navigable rivers extending far into the interior of the theater of operations. But the plan should not be attempted without a large force, not less than sixty thousand effective men." Halleck to 1862 WR. McClellan, Vol. VIII., 1861. Buell to McClellan, Dec. 29, 1861. The idea was by no means new. Buell had tentatively suggested it to McClellan, as early as November 27; and had again specifically elaborated Nov. 27 and it "as the most important strategical point in the whole field of operations" to McClellan on Decem- to Halleck, ber 29, and as the "center" of the rebellion front in the West to Halleck on January 3. Yet, recog-528, 529. Buell Jan. 3, 1862. pp. 451, 521, CHAP. VI. nizing this line as the enemy's chief weakness, McClellan at Washington, Buell at Louisville, and Halleck at St. Louis, holding the President's unlimited trust and authority, had allowed nearly two months to elapse, directing the Government power to other objects, to the neglect, not alone of military success, but of plans of coöperation, of counsel, of intention to use this great and recognized military advantage, until the country was fast losing confidence and even hope. Even now Halleck did not propose immediately to put his theory into practice. Like Buell, he was calling for more troops for the "politicians" to supply. It is impossible to guess when he might have been ready to move on his great strategic line, if subordinate officers, more watchful and enterprising, had not in a measure forced the necessity upon his attention. CHAPTER VII THE GRANT AND THOMAS IN KENTUCKY HE opening of the year 1862 brought stirring CHAP. VII. events to the armies of the West, and in their action the name of General Grant begins to acquire a special prominence and value. In the early stage of military organization in the West, when so many volunteer colonels were called to active duty in the field, the West Point education of Grant and his practical campaign training in the Mexican war made themselves immediately felt and appreciated at the department headquarters. His usefulness and superiority were evinced by the clearness and brevity of his correspondence, the correctness of routine reports and promptness of their transmission, the pertinence and practical quality of his suggestions, the readiness and fertility of expedient with which he executed orders. Any one reading over his letters of this first period of his military service is struck by the fact that through him something was always accomplished. There was absence of excuse, complaint, or delay; always the report of a task performed. If his means or supplies were imperfect, he found or improvised the best available substitute; if he could not execute the full requirement, he per CHAP. VII. formed so much of it as was possible. He always had an opinion, and that opinion was positive, intelligible, practical. We find therefore that his allotted tasks from the first continually rose in importance. He gained in authority and usefulness not by solicitation or intrigue, but by services rendered. He was sent to more and more difficult duties, to larger supervision, to heavier responsibilities. From guarding a station at Mexico on the North Missouri Railroad, to protecting a railroad terminus near Ironton in Southeast Missouri; from there to brief inspection duty at Jefferson City, then to the command of the military district of Southeast Missouri; finally to the command of the great military depot and rendezvous at Cairo, Illinois, with its several outlying posts and districts, and the supervision of its complicated details about troops, arms, and supplies to be collected and forwarded in all directions. Clearly it was not chance which brought him to such duties, but his fitness to perform them. It was from the vantage-ground of this enlarged command that he had checkmated the rebel occupation of Columbus by seizing Paducah and Smithland. And from Cairo he also organized and led his first command in field fighting, at what is known as the battle of Belmont. Just before Frémont was relieved, and while he was in the field in nominal pursuit of Price, he had ordered Grant to clear Southeastern Missouri of guerrillas, with the double view of restoring local authority and preventing reënforcements to Price. Movements were progressing to this end when it became apparent that the rebel stronghold at Columbus was preparing to send out a column. |