Johnston was not there to receive it, nor were any of his men. The cavalry rear guard had pulled out that morning, following the southward trail of the army on its way to the Rappahannock, accompanied by its general—who was already contemplating another retreat, from there back to the Rapidan. The one in progress had not gone well. One division, in an advance position, had not been informed of the movement at all, but was left to find its way out as best it could. The heavy guns were left in their emplacements, some of them not even thrown from their carriages. Supplies and equipment, including the trunks the volunteers had brought, went up in smoke. The packing plant at Thoroughfare Gap was put to the torch, along with one million pounds of meat remaining after farmers in the neighborhood had been given all they could haul away. For twenty miles around, all down the greening slopes of Bull Run Mountain, there was a smell of burning bacon, an aroma which the natives would remember through the hungry months ahead.
4
Lincoln’s efforts all this time as Commander in Chief, though on the face of it they were exerted in quite the opposite direction and for an entirely different purpose, were much like those of his southern counterpart; for while Davis had been trying to get Johnston to hold his ground, Lincoln had been doing his best to nudge McClellan forward. All through the fall and winter, as far as these two tasks were concerned, Lincoln had failed and Davis had succeeded. Both generals stayed exactly where they were. Yet in the end it was the northern leader who was successful: Johnston fell back and McClellan at last went forward. In both cases, however, on that final day, March 9, the civilian heads were shown to have urged good counsel to generals who now were exposed before the public in a cold unflattering light. Johnston fled where no man pursued, and McClellan encountered none of the bloody opposition he had predicted.
For both civil leaders the time had been long and harrowing, a season of waste and unhappiness for Lincoln no less than for Davis. The burden of action was on the North; the South had only to keep the status quo, which was exactly what she had been doing here in Virginia. If on the northern side the gloom had been relieved by victories East and West—Roanoke Island and Fort Donelson—it had no bright, original, face-to-face East-West triumph such as Manassas or Wilson’s Creek to hark back to. Also, for Lincoln, the period of inaction around Washington had been darkened by personal tragedy, including the death of one of his sons and signs that his wife was losing her mind. For him the year had opened, not with a glimmer as of dawn, but rather with gathering shadows, as of dusk. The army head was down with typhoid; the bottom was out of the tub; “What shall I do?” he groaned in his melancholy.
It was January 10; Quartermaster General M. C. Meigs replied that if the typhoid diagnosis was correct it meant a six-weeks’ illness for McClellan, during which time the nation’s armies would be leaderless and vulnerable. He suggested that the President call a conference of the ranking officers of the Army of the Potomac, one of whom might have to take over in a crisis. Lincoln liked the advice and called the meeting for that evening. Two generals attended, McDowell and William B. Franklin, along with several cabinet members. Lincoln told them the situation and expressed his desire for an early offensive. If McClellan did not want to use the army, he said, he would like to borrow it for a while.
McDowell replied that he would be willing to try his hand at another advance on Richmond by way of Manassas, while Franklin, who had taken part in that first debacle under McDowell and was moreover in the confidence of McClellan, favored the roundabout salt-water route, approaching the southern capital from the east. On this divided note the conference adjourned. Next night, when they met again, the generals were agreed that the overland method was best, despite the previous failure, because it would require less time for preparation. Pleased with this decision, Lincoln adjourned the second meeting, instructing the generals to go back to their headquarters, work on the plan, and return tomorrow night. They did return, having worked on it all through the day, but the third White House session was brief, since they still had much to do.
The fourth such conference, on the 13th, was the last. McClellan was there—pale and shaky, but very much there. He had gotten wind of what was going on: perhaps from Stanton, who had been visiting him and murmuring, “They are counting on your death”: Stanton was adept at this kind of thing, having served in Buchanan’s cabinet as an informer for the opposition. Anyhow, McClellan had learned of the meetings and had risen from his sickbed to confront these men who met behind his back. As a result, the atmosphere was strained. According to McClellan, “my unexpected appearance caused very much the effect of a shell in a powder magazine.” When Lincoln asked McDowell to outline the plan he had been working on, McDowell gave it nervously and wound up with an apology for offering his opinion in the presence of his chief. “You are entitled to have any opinion you please!” McClellan said, obviously miffed.
During the discussion which followed, while Lincoln kept asking where and when an offensive could be launched, McClellan remained silent. Seward drawled that he didn’t much care whether the army whipped the rebels at Manassas or in Richmond itself, so long as it whipped them somewhere. McClellan kept silent. Finally Chase questioned him directly, asking what he intended to do with the army and when he intended to do it. The general replied that he had a perfectly good plan, with a perfectly good schedule of execution, but he would not discuss it in front of civilians unless the President ordered him to do so. He would say, however, that Buell was about to move forward in Kentucky, after which he himself would move. Another awkward silence followed. Presently Lincoln asked him if he “counted upon any particular time.” He was not asking him to divulge it, he added hastily; he just wanted to know if he had it in mind. McClellan said he did. “Then I will adjourn this meeting,” Lincoln said.
McClellan did not go back to his sickbed. Now that he was up, he stayed up, his youth and stout constitution—he had reached thirty-five in December—permitting him to convalesce on horseback, so to speak. Once more he spent “long days in the saddle and … nights in the office,” riding to inspect the camps and returning with a jaunty salute the worshipful cheers of his soldiers. There was something other than cheering in the air, however. For one thing, there was suspicion: which meant that the Joint Committee on the Conduct of the War was interested. Now that he was up where they could get at him, the committeemen summoned the general to appear and be examined.
Ben Wade and Zachariah Chandler—who, along with Andrew Johnson, were the members from the Senate—did most of the questioning. Chandler began it by asking why the army, after five long months of training, was not marching out to meet the enemy. McClellan began explaining that there were only two bridges across to Alexandria, which did not satisfy the requirement that a commander must safeguard his lines of retreat in event that his men were repulsed.
“General McClellan,” Chandler interrupted. He spoke with the forthright tone of a man translating complicated matters into simpler terms for laymen. “If I understand you correctly, before you strike at the rebels you want to be sure of plenty of room so you can run in case they strike back.”
“Or in case you get scared,” Wade put in.
McClellan then went into a rather drawn-out explanation of how wars were fought. Lines of retirement were sometimes as necessary to an army’s survival, he said, as lines of communication and supply. The committeemen listened scornfully. It was not this they had called him in to tell them.
“General,” Wade said, “you have all the troops you have called for, and if you haven’t enough, you shall have more. They are well organized and equipped, and the loyal people of this country expect that you will make a short and decisive campaign. Is it really necessary for you to have more bridges over the Potomac before you move?”
“Not that. Not that exactly,” McClellan told him. “But we must bear in mind the necessity of having everything ready in case of a defeat, and keep our lines of retreat open.”
After this, they let h
im go in disgust. When he had gone, Chandler turned to Wade and sneered. “I don’t know much about war,” he said, “but it seems to me that this is infernal, unmitigated cowardice.”
Wade thought so, too, and as chairman he went to see Lincoln about it. McClellan must be discarded, he cried. When the President asked who should be put in his place, Wade snorted: “Anybody!”
“Wade,” Lincoln replied sadly, “anybody will do for you, but I must have somebody.”
Already that week he had made one replacement in a high place. For months now there had been growing reports of waste and graft in the War Department; of contracts strangely let; of shoddy cloth, tainted pork, spavined horses, and guns that would not shoot; of the Vermont jobber who boasted at Willard’s, grinning, “You can sell anything to the government at almost any price you’ve got the guts to ask.”
Simon Cameron was responsible, though there was no evidence that the Secretary had profited personally except in the use of his office to pay off his political debts and strengthen his political position. Lincoln could understand this last, having himself done likewise—in point of fact, that was how Cameron got the job—and he knew, too, that much of the waste and bungling, much of the greed and dishonesty, even, was incident to the enormous task of preparing the unprepared nation for war and increasing the army from 16,000 to better than half a million men in the process. All the same, the Pennsylvanian was unquestionably lax in his conduct of business affairs, and when Lincoln warned him of this, resisting the general outcry for his removal, Cameron made his first really serious mistake. He made it, however, not through any ordinary brand of stupidity—Cameron was a very canny man—but rather through his canniness in trying to safeguard his position in the cabinet by strengthening his position in the public eye and in the minds of the increasingly powerful radicals in Congress. He fell because he did what many men had done before and what others would do in the future, after he himself was off the scene. He underestimated Lincoln.
Despite the example of Frémont, or perhaps because he thought that the furor which had followed Frémont’s dismissal would have taught Lincoln a lesson, Cameron reasoned that by ingratiating himself with the Jacobins he would insure himself against any action by the President, who would not dare to antagonize them further by molesting another man who had won their favor. Any attack on slavery was the answer. Emancipation was the issue on which Lincoln was treading softest, since it was the one that cut sharpest along the line dividing the Administration’s supporters and opponents. Accordingly, with the help of his legal adviser Stanton, Cameron drafted and included in his annual Department report a long passage advocating immediate freedom for southern slaves and their induction into the Union army, thereby adding muscle to the arm of the republic and weakening the enemy, who as “rebellious traitors” had forfeited their rights to any property at all, let alone the ownership of fellow human beings. Without consulting the President—though it was usual for such documents to be submitted for approval—the Secretary had the report printed and sent out to the postmasters of all the principal cities for distribution to the press as soon as it was being read to Congress.
So far all was well. Even when Lincoln discovered what had been done and recalled the pamphlet by telegraphic order, for reprinting without the offensive passage, things still went as Cameron had expected. Critics of the President’s tread-easy policy, comparing the original with the expurgated report—some copies of course escaped destruction, so that both versions appeared in the papers—were harsh in their attacks, charging Lincoln simultaneously with dictatorship and timidity. The Jacobins reacted as expected by taking the Secretary to their bosoms and pronouncing him “one of us.” Other praises came his way, less vigorous perhaps, but no less pleasant. “You have touched the national heart,” a friend declared, while another, in a punning mood, wrote that he much preferred the “Simon pure” article in the Tribune to the “bogus” report in the World. From Paris a member of the consulate, hearing of the dissension in the President’s official family, wrote home asking: “Are Cameron and Frémont to be canonized as martyrs?”
Cameron might be canonized, at any rate by the antislavery radicals, but it did not appear that he would be martyred by anyone, least of all by Lincoln, who seemed to have learned a dearly bought lesson in martyring Frémont. The report had been published in mid-December, and now in January he still had made no further reference to the matter. Outwardly the relationship between the two men remained cordial, though Cameron still felt some inward qualms, perhaps because he sensed that Lincoln’s measure was not so easily taken. The thing had gone too well.
Then on January 11, a Saturday—the date of the second of the three conferences with McDowell and Franklin, none of which Cameron had been urged to attend, despite his position as Secretary of War—he learned that he had been right to feel qualms. He received a brief note in which Lincoln informed him curtly, out of the blue: “I … propose nominating you to the Senate next Monday as Minister to Russia.” Almost literally, he was being banished to Siberia for his sins.
The sins were political, and as a politician he could appreciate the justice of his punishment. He suffered anguish, though, at the manner in which it was inflicted. To be rebuked thus in a brief note, he complained, “meant personal as well as political destruction.” So Lincoln, who cared little for the manner of his going, just so he went, agreed that Cameron might antedate a letter of resignation, to which he would reply with a letter of acceptance expressing his “affectionate esteem” and “undiminished confidence” in the Secretary’s “ability, patriotism, and fidelity to the public trust.” It was done accordingly and Cameron’s name was sent to Congress for confirmation as Minister to Russia. There, however, he encountered opposition, not only from members of his own party, the Democrats, but also from some of the radical Republicans who so lately had clustered round him and proclaimed him “one of us.” At last the nomination was put through; Cameron was on his way to St Petersburg, having earned not martyrdom and canonization, as some had hoped or feared, but banishment and damage to a reputation already considered shaky. One senator, a former colleague, remarked on his departure: “Ugh! ugh! Send word to the Czar to bring in his things of nights.”
In this case Lincoln engaged in no fruitless search for “somebody” to replace him. The somebody was ready and very much at hand: Edwin McMasters Stanton, who as his predecessor’s legal adviser had helped to charge and fuse the bomb that blew him out of the War Department and the Cabinet, while Stanton himself was sucked into the resultant vacuum and sat ensconced as successor before all the bits of wreckage had hit the ground. Whether he had proceeded with malice aforethought in this instance was not known; but it was not unthinkable. Stanton had done devious things in his time. A corporation lawyer, he delighted also in taking criminal cases when these were challenging and profitable enough. His fees were large and when one prospective client protested, Stanton asked: “Do you think I would argue the wrong side for less?” For a murder defense he once took as his fee the accused man’s only possession, the house he lived in. When he had won the case and was about to convert the mortgage into cash, the man tried to persuade him to hold off, saying that he would be ruined by the foreclosure. “You deserve to be ruined,” Stanton told him, “for you were guilty.”
And yet there was another side to him, too, offsetting the savagery, the joy he took in fixing a frightened general or petitioner with the baleful glare of his black little near-sighted eyes behind small, thicklensed, oval spectacles. He was a bundle of contradictions, his father a New Englander, his mother a Virginian. In private, the forty-seven-year-old lawyer sometimes put his face in his hands and wept from the strain, and if his secretary happened in at such a time he would say, “Not now, please. Not now.” He was asthmatic, something of a hysteric as well, and he had more than a touch of morbidity in his nature. His bushy hair was thinning at the front, but he made up for this by letting it grow long at the back and sides. His upper
lip he kept clean-shaven to expose a surprisingly sensitive mouth—a reminder that he had been considered handsome in his youth—while below his lower lip a broad streak of iron-gray ran down the center of his wide black beard. His body was thick-set, bouncy on short but energetic legs. His voice, which was deep in times of calm, rose to piercing shrillness in excitement. One petitioner, badly shaken by the experience, described a Stanton interview by saying, “He came at me like a tiger.”
He came at many people like a tiger, especially at those in his Department who showed less devotion to work than he himself did. Soon after he took office he received from Harpers Ferry an urgent call for heavy guns. He ordered them sent at once. Going by the locked arsenal after hours, he learned that the guns were still there: whereupon he ordered the gates broken open, helped the watchmen drag the guns out, and saw them loaded onto a north-bound train. Next morning the arsenal officer reported that he had not found it convenient to ship the guns the day before; he would get them off this morning, he said. “The guns are now at Harpers Ferry!” Stanton barked. “And you, sir, are no longer in the service of the United States Government.”
He would engage in no secret deals. Whoever came to him on business, as for instance seeking a contract, was required to make his request in the sight and hearing of all. Stanton would snap out a Yes or No, then wave him on to make way for the next petitioner. He did not care whose toes he stepped on; “Individuals are nothing,” he declared. To a man who came demanding release for a friend locked up on suspicion of treason, Stanton roared: “If I tap that little bell, I can send you to a place where you will never hear the dogs bark. And by heaven I’ll do it if you say another word!” He brought to the War Department a boundless and bounding energy. “As soon as I can get the machinery of the office working, the rats cleared out, and the rat holes stopped,” he told an assistant, “we shall move.” Lincoln himself was by no means exempt from Stanton’s scorn. Asked when he took office, “What will you do?”: “Do?…” he replied. “I will make Abe Lincoln President of the United States.”