"He that is slow to anger," says the proverb, "is better than the mighty, and he that ruleth his spirit than he that taketh a city." Great as was his self-control in other matters, nowhere did Mr. Lincoln's slowness to anger and nobility of spirit show itself more than in his dealings with the generals of the Civil War. He had been elected President. Congress had given him power far exceeding that which any President had ever exercised before. As President he was also Commander-in-Chief of the Army and Navy of the United States. By proclamation he could call forth great armies and he could order those armies to go wherever he chose to send them; but even he had no power to make generals with the genius and the training necessary to lead them instantly to success. He had to work with the materials at hand, and one by one he tried the men who seemed best fitted for the task, giving each his fullest trust and every aid in his power. They were as eager for victory and as earnest of purpose as himself, but in every case some misfortune or some fault marred the result, until the country grew weary with waiting; discouragement overshadowed hope, and misgiving almost engulfed his own strong soul. Then, at last, the right men were found, the battles were all fought, and the war was at an end. His kindness and patience in dealing with the generals who did not succeed is the wonder of all who study the history of the Civil War. The letters he wrote to them show better than whole volumes of description could do the helpful and forbearing spirit in which he sought to aid them. First among these unsuccessful generals was George B. McClellan, who had been called to Washington after the battle of Bull Run and placed in charge of the great new army of three years' volunteers that was pouring so rapidly into the city. McClellan proved a wonderful organizer. Under his skilful direction the raw recruits went to their camps of instruction, fell without confusion or delay into brigades and divisions, were supplied with equipments, horses and batteries, and put through a routine of drill, tactics and reviews that soon made this Army of the Potomac, as it was called, one of the best prepared armies the world has ever seen--a perfect fighting machine of over 150,000 men and more than 200 guns. General McClellan excelled in getting soldiers ready to fight, but he did not succeed in leading them to fruitful victory. At first the administration had great hopes of him as a commander. He was young, enthusiastic, winning, and on arriving in Washington seemed amazed and deeply touched by the confidence reposed in him. "I find myself," he wrote to his wife, "in a new and strange position here, President, cabinet, General Scott, and all, deferring to me. By some strange operation of magic I seem to have become the power of the land." His rise in military rank had equaled the inventions of fairy tales. He had been only a captain during the Mexican war. Then he resigned. Two