as that of second lieutenant. All the first lieutenants, and some of
the second lieutenants, of that corps, were then in sole charge of the
construction of separate fortifications, or were engaged in other
important duties. Captain Swift was not disposed to apply for the
assignment of any of those officers to be subalterns under him in a
company of soldiers.

I had taught McClellan during his last year in the Academy, and felt
assured that he would be in full harmony with me in the duties we would
be called upon to perform under Captain Swift. It is safe to say that no
three officers of a company of soldiers ever worked together with less
friction. The understanding between them was complete. There were no
jars--no doubts or cross purposes--and no conflict of opinion or of
action.

In the beginning I was charged with the instruction of the company as an
infantry command, whilst the Captain took control of the recruiting, the
collection of engineer implements--including an India Rubber Ponton
Bridge--and he privately instructed McClellan and myself, at his own
house, in the rudiments of practical military engineering which he had
acquired at Metz. In the meantime we taught him, at the same place, the
manual of arms and Infantry tactics which had been introduced into the
army after he was graduated at the Military Academy. In practical
engineer drills the Captain was always in control.

After the men were passably well drilled in the "Infantry School of the
Company"; the time had come for him to take executive command on the
infantry drill ground. He did this on the first occasion, like a veteran
Captain of Infantry until "at rest" was ordered.

Whilst the men were "at rest", McClellan and myself quietly, but
earnestly, congratulated him upon his successful _debut_ as drill
officer of an Infantry Company. He kindly attributed to our instruction
in his house, whatever proficiency he had acquired in the new tactics
which had then been recently introduced.

But, after the company was again called to "Attention" and the drill was
progressing, whilst marching with full company front across the plain,
the men all well in line, to my surprise the Captain ordered "faster",
and added "the step is much too slow". Of course we went "faster". In a
short time the Captain ordered "faster still, the step is very much too
slow". This order was several times repeated, and before the drill ended
we were virtually "at a run".

After