The Civil War: A Narrative: Volume 1: Fort Sumter to Perryville (48 page)

Whether the highborn Randolph would bear up better than Hunter had done as a “clerk of Mr Davis” remained to be seen. For the present, at least, the Chief Executive had placated the rising anger of his friends by nominating Randolph, and had foiled his critics by tossing his personal popularity into the balance alongside the hated Benjamin, causing the opposite pan to kick the beam. How long he could continue to win by such methods, standing thus between his favorites and abuse, was another question. Certainly every such victory subtracted from the weight he would exert in any weighing match that followed. What he lost, each time, his critics gained: particularly those who railed against his static defensive policy and his failure to share with the public the grim statistics of the lengthening odds. Down in Georgia, even now, an editor was writing for all to read: “President Davis does not enjoy the confidence of the Southern people.… With a cold, icy, iron grasp, [he] has fettered our people, stilled their beating pulses of patriotism, cooled their fiery ardor, imprisoned them in camps and behind entrenchments. He has not told the people what he needed. As a faithful sentinel, he has not told them what of the night.”

So far, the Georgian was one among a small minority; but such men were vociferous in their bitterness, and when they stung they stung to hurt. The people read or heard their complaints, printed in columns alongside the news of such reverses as Fort Donelson and Roanoke Island, and they wondered. They did not enjoy being told that they were not trusted by the man in whom their own trust was placed. A South Carolina matron, friendly to Davis and all he stood for, confided scornfully in her diary: “In Columbia I do not know a half-dozen men who would not gaily step into Jeff Davis’s shoes with a firm conviction that they would do better in every respect than he does.”

There was one glimmer in the military gloom—indeed, a brightness—though it was based not on accomplishment, but on continuing
confidence despite the lengthening odds and the late reverses. The gleam in fact proceeded from the region where the gloom was deepest: off in the panic-stricken West, where the left wing of the Confederacy had been crippled. What his wife represented in private life, what Benjamin meant to him in helping to meet the cares of office, Albert Sidney Johnston was to Davis in military matters. He was in plain fact his notion of a hero. They had not been together since mid-September, when the tall, handsome Kentucky-born Texan came to Richmond to receive from Davis his commission and his assignment to command of the Western Department. That had been a happy time, the plaudits of the entire nation ringing in his ears. They had kept on ringing, too, until Grant called his game of bluff on the Tennessee and the Cumberland, and the whole western house of cards went crash.

At the outset the newspapers had expected “results at once brilliant, scientific, and satisfactory” (the diminution of the adjectives was prophetic) but not this: not defeat, with the loss of half his army, all of Kentucky, and a goodly portion of Tennessee including its capital. The uproar outdid anything the nation had known since the defection of Benedict Arnold. Johnston was accused of stupidity and incompetence or worse, for there were the usual post-defeat cries of treason and corruption. Those who had sung his praises loudest such a short while back were loudest now in abuse. The army was demoralized, they shrilled; Johnston must be removed or the cause would fail. New troops being sworn in made it a condition of their enlistment oath that they would not be required to serve under his command.

He took the blame as he had taken the praise. Calm at the storm center, he displayed still the nobility of mind and strength of character which had drawn men to him all his life. Urged by friends to make a public defense, he replied: “I cannot correspond with the people. What the people want is a battle and a victory. That is the best explanation I can make.” Retreating again—from Murfreesboro now, all the way to Decatur, Alabama, where he would be south of the Tennessee River and on the Memphis & Charleston Railroad, in a position to coöperate with the forces under Beauregard, retreating south along the Mississippi—he wrote to Davis more explicitly of his reason for keeping his temper: “I observed silence, as it seemed to me the best way to serve the cause and the country.” He offered then to yield the command, saying: “The test of merit in my profession is success. It is a hard rule, but I think it right.” To concentrate and strike was his present aim, in which case “those who are now declaiming against me will be without an argument.”

It was a letter to warm the heart of any superior in distress—which Davis certainly was. He replied: “My confidence in you has never wavered, and I hope the public will soon give me credit for judgment rather than continue to arraign me for obstinacy.”

The public might, in time; but for the present the clamor did not die; it grew. Davis stood under an avalanche of letters, protests, and demands for his friend’s dismissal. Yet all this time, as he said, he never wavered. When a delegation of Tennessee congressmen called at his office to insist en masse that Johnston be relieved—he was no general, they said scornfully—Davis stood at his desk and heard their demand with an icy silence. When they had spoken, he told them: “If Sidney Johnston is not a general, we had better give up the war, for we have no general,” and bowed them out.

The other Johnston, back in Virginia, was another matter. There would never be any such letter from him, and Davis knew it: not only because it was not in Joe Johnston’s nature to be selfless in a crisis—he had small belief in the efficacy of silence—but also because his problems were quite different. He had no quarrel with the public; the public, like his soldiers, now and always, showed the greatest affection for him. His difficulties were rather with his superiors, the Commander in Chief and the Secretary of War, and with the laws and regulations which Congress passed in an attempt to be what it called helpful, but which Johnston himself considered meddlesome and harmful.

A case in point was the so-called Furlough and Bounty Act, which had been passed in December in an effort to meet the crisis that would arise when the enlistments of the twelve-month volunteers expired in late winter and early spring. Obviously something would have to be done to encourage reënlistments; few men were likely to expose themselves voluntarily to a continuance of the dull life they had been leading all through the Virginia fall and winter. Under the act, all who would sign on for three years—or the duration, in case the end came first—would receive a sixty-day furlough and a fifty-dollar bounty. Further, on their return they would be allowed to transfer to whatever outfit they chose, even into another arm of service, and elect their own field- and company-grade officers once the reorganization was effected. Johnston realized the necessity for some such encouragement, but the only part of this particular act that he approved of was the bounty. The transfer and election privileges he considered ruinous, and the furloughs, if granted in numbers large enough to be effective, would expose the remainder of his army to slaughter at the hands of the Federals, already twice his strength around Manassas and likely to attack at any time. Besides, when he wrote to the War Department, asking how the act was to be applied and what numbers were to be furloughed at any one time, the Secretary replied that he was to go to the “extreme verge of prudence.” Now Johnston was a very prudent man; entirely too much so, his critics said. The extreme verge of his prudence was still very prudent
indeed. As a result, the act accomplished little except to vex the general charged with its application.

Another, more serious vexation was the loss of experienced officers of rank. He had lost the embittered Beauregard and he had nearly lost Stonewall Jackson as a result of Benjamin’s out-of-channels interference. Kirby Smith had returned to duty, healed of his Manassas wound, only to be assigned to deal with the powder-keg East Tennessee situation. Earl Van Dorn, whose dash and brilliance promised much, had been sent to the Transmississippi. These were hard losses, and there were more, in addition to some who were so disgruntled that they threatened to resign. “The Army is crippled and its discipline greatly impaired by a want of general officers,” Johnston reported plaintively to Richmond.

These were causes enough for disturbance in any commander, let alone one as irascible and gloomy as Joe Johnston; but coming as they did, at a time when the odds were what he knew them to be in northern Virginia, they filled him with forebodings of disaster. His loss of respect for McClellan’s character as a man of war—in letters he now referred to him as “George” or “the redoubtable McC” or even “ ‘George,’ ” employing the pointed sarcasm of inverted commas—did not preclude a respect for McClellan’s numbers or his ability to forge them into an effective striking force. And not only were the numerical odds forbidding; the situation itself was bad from the southern point of view. Operating behind the screen of the Potomac, the northern host could concentrate and strike at any point from the Blue Ridge Mountains down to Aquia Creek, and thus be on the flank or in the rear of the army around Manassas and Occoquan. All that was holding them back, so far as Johnston could see, was rainy weather and the mud that it produced. Spring was coming, the sudden vernal loveliness of blue skies, new grass, and solid roads. A week of sunshine would remove all the obstacles that stood between McClellan and success, or between Johnston and ruin.

It was at this point, aggravated further by a shortage of arms and powder, that the general was summoned to ride down to Richmond, two days before the inauguration, for a conference on the military situation. Reporting to the President at 10 o’clock that morning, he found the cabinet in session and the discussion already begun. After an exchange of greetings, in which there was no evidence of the lately strained relations, he was asked to state his views as to the disposition of his army. He replied that from its present position along Bull Run and the Potomac it could not block the multiple routes by which McClellan could march against the capital. Unequivocally, he stated that his army must fall back to a position farther south before the roads were dry. Somewhat taken aback, Davis asked to just what line the retreat would be conducted. When Johnston replied that he did not know, being unfamiliar with the country between Richmond and Manassas, Davis was even more alarmed.
As he said later, “That a general should have selected a line which he himself considered untenable, and should not have ascertained the typography of the country in his rear was inexplicable on any other theory than that he had neglected the primary duty of a commander.”

For the present, however, he let this pass. If Johnston advised retreat, retreat it had to be, so long as he was in command. Davis had to content himself with trying to get assurances from the general that the army’s supplies and equipment, particularly the large-caliber guns along the Potomac and the mountains of subsistence goods now stored in forward depots, would not be abandoned. He did not get it. Johnston merely said that he would do what he could to delay the retreat until the last possible moment, so that the roads would be firm enough to bear the heavy guns and the high-piled wagons. Further than that he would not go. The meeting broke up without any specific date being set for the withdrawal. All that was determined was that the army would move southward to take up a securer line whenever practicable.

Back at his hotel, it was Johnston’s turn to be alarmed. He found the lobby buzzing with rumors that the Manassas intrenchments were about to be abandoned. The news had moved swiftly before him, though he had come directly from the conference: with the result that his reluctance to discuss military secrets with civilians, no matter how highly placed, was confirmed. No tactical maneuver was more difficult than a withdrawal from the presence of a superior enemy. Everything depended on secrecy; for to be caught in motion, strung out on the roads, was to invite destruction. Yet here in the lobby of a Richmond hotel, where every pillar might hide a spy, was a flurry of gossip predicting the very movement he was about to undertake. Next day, riding back to Manassas on the cars, his reluctance was reconfirmed and his anger heightened when a friend approached and asked if it was true that the Bull Run line was about to be abandoned. There could be no chance that the man had overheard the news by accident, for he was deaf. Nor did it improve the general’s humor when he arrived that afternoon to find his headquarters already abuzz with talk of the impending evacuation.

Two things he determined to do in reaction: 1) to get his army out of there as quickly as he could—if possible, before McClellan had time to act on the leaked information—and 2) to confide no more in civilians, which as far as he was concerned included the Chief Executive. The first was easier said than done, however. Rain fell all the following day, drenching alike the inaugural throng on Capitol Square and the roads of northern Virginia. The army was stalled in a sea of mud, just when Johnston was most anxious to get it moving. Well-mounted cavalry, riding light, could not average two miles an hour along the roads. Four-horse teams could not haul the field artillery guns, and nothing at all could budge the heavier pieces. The general’s determination to share none of his plans with the Government did not prevent
his expressing his ire and apprehension in dispatches which repeated his former complaints and advanced new ones. “A division of five brigades is without generals,” he wrote on the 25th, “and at least half the field officers are absent—generally sick. The accumulation of subsistence stores at Manassas is now a great evil. The Commissary General was requested more than once to suspend these supplies. A very extensive meat-packing establishment at Thoroughfare is also a great incumbrance. The great quantities of personal property in our camps is a still greater one.”