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During a review shortly before the campaign, Napoleon stopped in front of Lieutenant Calosso, a Piedmontese serving in the 24th Chasseurs à Cheval, and said a few words to him. ‘Before that, I admired Napoleon as the whole army admired him,’ he wrote. ‘From that day on, I devoted my life to him with a fanaticism which time has not weakened. I had only one regret, which was that I only had one life to place at his service.’ Such a level of devotion was by no means rare, and transcended nationality. But Napoleon could not be everywhere, and the larger the army, the more diluted his presence would be.
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Napoleon’s determination to assemble such a vast force was bound to have a negative effect on its quality. Louis François Lejeune, a senior officer on Berthier’s staff, was detailed to inspect the troops already on the Oder and the Vistula in March 1812, and was bombarded with complaints from the commanders of the units he visited that half of the recruits they were receiving were useless.

He mentioned this to General Dejean, who was organising the cavalry in the area. Dejean told him that up to a third of the horses he had been sent were too weak to carry their burden, while nearly half of the men were too puny to wield a sabre. ‘I was not happy with the way the cavalry was being organised,’ echoed Colonel de Saint-Chamans, commanding the 7th Chasseurs à Cheval. ‘Young recruits who had been sent from depots in France before they had learnt to ride a horse or any of the duties of a horseman on the march
or on campaign, were mounted on arrival in Hanover on very fine horses which they were not capable of managing.’ The result was that by the time they reached Berlin, the majority of the horses were suffering from lameness or saddle sores induced by the riders’ bad posture or their failure to take care in saddling up. More than one officer noted that recruits were not taught about checking whether their saddle was rubbing or how to detect the early signs of saddle sores.
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Sergeant Auguste Thirion of the 2nd Cuirassiers had a rosier view. ‘Such fine cavalry has never been seen, never had regiments reached such high complements, and never had horsemen been so well mounted,’ he wrote, adding that their leisurely march through Germany had actually hardened the horses and men. But the cuirassiers were the élite of the French cavalry. And good horses could be a problem in themselves, according to Captain Antoine Augustin Pion des Loches of the Foot Artillery of the Guard. ‘Our teams were of the best, and the equipment left nothing to be desired, but everyone was agreed that the horses were too tall and too strongly built, and unsuited to supporting hardship and lack of abundant nourishment,’ he wrote on leaving the depot at La Fère on 2 March 1812.
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Napoleon was not particularly bothered by such a state of affairs. ‘When I put 40,000 men on horseback I know very well that I cannot hope for that number of good horsemen, but I am playing on the morale of the enemy, who learns through his spies, by rumour or through the newspapers that I have 40,000 cavalry,’ he told Dejean when the latter reported his findings. ‘Passing from mouth to mouth, this number and the supposed quality of my regiments, whose reputation is well known, are both rather exaggerated than diminished; and the day I launch my campaign I am preceded by a psychological force which supplements the actual force that I have been able to furnish for myself.’
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The real strength of the French army was that all the men, even the lower ranks, were free citizens with a strongly patriotic education in
the new public schools behind them. They could think as well as fight, and if they showed initiative as well as bravery they could gain promotion and rise very high. But Napoleon’s habit of rewarding mere bravery with promotion eventually led to units being commanded by men who lacked the necessary competence. ‘Among the generals of rapid promotion,’ wrote Karl von Funck, ‘there were only a few who had the gift of leadership; many lacked even the most elementary military knowledge … In the madness of daring they had learnt how to fling their intrepid forces against the foe, but they had no notion of judging a position, of even the first principles of operations, of withdrawing in good order if the first onset should fail …’ There was also a multitude of young officers drawn from the Parisian
jeunesse dorée
who had obtained promotion through string-pulling, who had mostly joined cavalry regiments because they liked the uniforms or the staff because they wanted to be close to Napoleon. Many were clearly not up to the job.
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Much of the revolutionary ardour that had fired the French armies of the 1790s and early 1800s had been quenched by 1812. ‘As the uniforms grew more embroidered and gathered decorations the hearts they covered grew less generous,’ as one observer put it. Napoleon himself sensed a lack of enthusiasm for the forthcoming campaign. ‘People have always followed him with excitement; he is surprised that they are not prepared to end their careers with the same dash with which they embarked on them,’ noted his secretary Baron Fain.
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But it was he who had turned his commanders into what they were.

‘From the moment that Napoleon came to power, military mores changed rapidly, the union of hearts disappeared along with poverty and the taste for material well-being and the comforts of life crept into our camps, which filled up with unnecessary mouths and with numerous carriages,’ in the words of General Berthézène. ‘Forgetting the fortunate experiences of his immortal campaigns in Italy, of the immense superiority gained by habituation to privation and contempt for superfluity, the Emperor believed it to be to his advantage to encourage this corruption.’
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He gave his marshals and his generals
titles, lands and pensions on the civil list. He demanded of them that they keep palaces in Paris in which they were to entertain at the appropriate level. As members of his court, they must maintain a glittering entourage, as he increasingly did himself. This high living softened them up, and they became less and less willing to give up their warm beds and fine palaces in fashionable parts of Paris, not to mention their wives and mistresses, for the rigours of the bivouac and the uncertainties of war. This was particularly true of the marshals.

‘They were most of them between the ages of thirty-five and forty-five when, after a stormy youth, a man begins to look for a settled domesticity,’ wrote von Funck. ‘They could hardly expect to win a higher degree of fame, but might well jeopardise the reputations they had made.’ A good example was Napoleon’s chief of staff Marshal Berthier, Prince de Neuchâtel, a plump man of settled tastes in his mid-fifties with a magnificent
apanage
and an adored and adoring mistress in Paris.
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At the same time the lavish rewards given to those who distinguished themselves in battle were an irresistible incentive to soldiers and officers right up to the rank of general, who all saw in war the possibility of making their fortune. A simple soldier might obtain promotion, which would give him a higher salary and status, or the Légion d’Honneur, which meant pension rights. A general might obtain the coveted marshal’s baton, which signified fame and fortune, and a ducal title to boot.

There was also the opportunity of making some money on the side through the more or less legitimate acquisition of precious items. Looting as such was not countenanced, but in the course of campaigns in distant lands it was possible to purchase things at knockdown prices and bring them home without paying any duties. Valuables found on the field of battle or in the enemy camp were fair game, as was anything that might be left masterless through the fortunes of war. As this great campaign to end all campaigns was being prepared, a good many felt that it would be their last opportunity to get rich.

There were also a great many for whom war furnished the prospect
of adventure, the opportunity to distinguish themselves or a last chance to share in the glory. ‘At last I was going to find myself at some of those battles which are destined to change the course of history; I was going to fight under the eyes of so many of the illustrious warriors who filled the world with their renown, Murat, Ney, Davout, Prince Eugène, and so many others, and under the eyes of the greatest of them all, under the eyes of Napoleon!’ remembered a Creole from Saint-Domingue. ‘There I would have my chance to distinguish myself, there I would be able to obtain decorations and promotion of which I would be proud and which I could hold up to the world! Before a year was out I would be
chef de bataillon
; I would be colonel by the end of the campaign, and after that …’
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Most of Napoleon’s entourage, beginning with Caulaincourt and including close friends and collaborators such as General Duroc, repeatedly beseeched him not to go down the road of war. Many of them warned that Russia could not be defeated in conventional ways. Napoleon had read the accounts of Charles XII’s disastrous foray into Russia almost exactly a hundred years before, beginning with the famous one by Voltaire, who wrote that ‘there is no ruler who, in reading the life of Charles XII, should not be cured of the folly of conquest’. Napoleon dismissed such arguments with annoyance. ‘His capitals are as accessible as any others, and when I have the capitals, I hold everything,’ he snapped at one of his diplomats who had been pointing out the perils of going to war with Alexander. But he had a habit of making statements he did not believe in, as though he were trying to convince himself by convincing others. And the special nature of the forthcoming campaign was not lost on him. ‘If people think that I am going to make war in the old way, they are very much mistaken,’ he is alleged to have declared.
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He certainly prepared himself for the forthcoming campaign as he had prepared for no other. For one thing, realising that he would be operating in detached corps at some distance from each other, he decided to make an example of General Dupont, whose capitulation at Bailén had been such a humiliation. Before setting off
for Russia, Napoleon had him retried and given a harsher sentence.
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He had officers who spoke German and Polish or Russian attached to every unit, while others were made to take Russian lessons so they could interrogate prisoners and gather intelligence, and he set up a network of intelligence agents fanning out from Poland into Russia’s western provinces. He ordered his librarian to supply him with books on the Russian army, and on the topography of Lithuania and Russia, which he studied, paying particular attention to roads, rivers, bogs and forests. As early as April 1811 he commissioned the Dépot de la Guerre to engrave a series of large-scale maps of western Russia.
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Not the least daunting aspect of this campaign was that the enemy frontier, on the river Niemen, lay about 1500 kilometres from Paris. Thus a length of time and a huge effort were required to move up men and supplies before the campaign could begin. And the Russian capital cities of St Petersburg and Moscow lay another 650 and 950 kilometres respectively beyond that. An army marching from Paris to Moscow without fighting would take up to six months to cover the distance. To make matters worse, the last three hundred of the 1500 kilometres up to the Niemen lay through poor, infertile areas of Prussia and Poland, while the first five hundred of the next 950 kilometres were in even less abundant country. It was, moreover, criss-crossed by rivers, mottled with bogs and forests, and contained large areas of wilderness.

Napoleon’s tactic had always been to move fast, concentrate large numbers of men at the right point before the enemy knew what was happening, knock out their army with a decisive blow and force them to make peace on his terms. But he would have to work hard to achieve it in this theatre of operations.

His armies had in the past been able to move fast because they travelled light, a tradition originally forged of necessity. The French revolutionary armies of the 1790s had been hurriedly improvised and had not possessed a proper commissariat. Since they regarded enemy territory as belonging to tyrants and enemies of the revolution, they lived by looting. With time, they began to buy what they needed, but
as they paid with largely worthless paper
assignats
, it amounted to the same thing. Napoleon disapproved of looting, and brought in administrators who would provide for the army’s needs in a more methodical way. They bought what was needed, paying in real money or receipts that were generally honoured, when peace had been signed, by the government of the defeated country. But the fact remained that French armies lived off the fat of the land they moved through. And as they moved fast, they did not stay long enough to exhaust its resources.

Whenever the administrative machine broke down or failed to provide the necessities, the French reverted to the old system of ‘la
maraude
’. Every so often a company or similar unit would send out eight or ten men under a corporal into the areas alongside the line of march. These little bands would fan out through local villages and farms, paying for what they took, and rejoin their company a few days later, their carts laden with grain, eggs, chickens, vegetables and other victuals, driving before them a small herd of cattle. From time to time the main force would halt in order to allow the foraging parties to catch up.

As the French armies were conscripted, a company usually contained a baker, a cobbler, a tailor’s apprentice, a cooper, a blacksmith and a wheelwright, so not only could they bake their own bread, but also, given an occasional purchase of cloth, leather, iron and other raw materials, they could mend their uniforms, boots, equipment and wagons.

For everything else, there was the
cantinière
or suttler-woman, something of an institution, unique to the French army. ‘These ladies usually started out by following a soldier who had inspired tender feelings in them,’ explained Lieutenant Blaze de Bury. ‘You would see them first walking along with a cask of
eau-de-vie
slung round their neck. A week later, they would be comfortably seated on a horse someone had
found
, draped, to the right, to the left, in front, behind, with casks, saveloys, cheeses and sausages in precarious equilibrium. A month would not pass that a cart harnessed with a couple of horses
and filled with provisions of every kind would not be testifying to the growing prosperity of their enterprise.’
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