Coaching and Cowpens

At the beginning of the American Revolution, the Continental armies lost more battles than they won.

No surprise. The British army was one of the best in the world. Washington's army was in the process of creation. On the day of battle colonial militia often made up a large portion of his forces. These men frequently broke ranks and fled when faced with British bayonets.

Nonetheless, colonial officers still treated these poorly trained and equipped troops as if they were well-drilled professionals. Then, when their line broke and the battle was lost, they filled their reports and letters with complaints about the militia and their cowardice and refusal to stand and fight.

The Revolution was won when Americans found generals who were willing to adjust their tactics and strategy instead of insisting that their soldiers carry out conventional orders that were beyond their training and ability.

II

Daniel Morgan was such a leader. At Saratoga he understood that his company of Virginia riflemen could have a decisive role. The key was to take advantage of their long range accuracy to disrupt and destroy British command and control. At Bemis Heights and Freeman's Farm his tactics denied Gen. John Burgoyne the decisive victory he needed to save his army.

In the Southern Campaign he first wore down British forces by avoiding battle. (His commander, Nathaniel Greene, understood as Mao did, “that there is in guerrilla warfare no such thing as a decisive battle.”

At Cowpens (17 January 1781) Morgan chose to stand and fight against the pursuing forces led by Banastre Tarleton. The ground was favorable (with the Broad river at their backs, retreat was not an option for the militia) and British troops were tired and frustrated after chasing Morgan across South Carolina.

What sets Morgan's battle plan apart is his handling of the militia which made up half or more of his army. He did not include them in his main battle line nor did he expect them to stand up to a British bayonet charge. Instead, he placed them forward of his regulars and asked them to fire two volleys. Then, they would withdraw behind his regulars.

Historian Robert Wright notes that part of Morgan's tactical genius was that he did not “ask a man to do more than he was physically capable of doing." He did not pretend that militia could stand up to the experienced troops at close quarters. At the same time he did not ignore what capabilities they did possess nor did he treat them with contempt.

The other key to the victory was that Morgan made sure that his Continentals understood that the militia's withdrawal was planned rather than evidence of an impending rout. He went from campfire to campfire the night before the battle – encouraging the men and explaining his plans.

Morgan's leadership and insight won a signal victory. In less than an hour he had routed Tarleton (over 80% casualties) and sent the remnants racing back to Cornwallis. He had shaped his tactics to fit the forces he had at hand in a rare feat of flexibility combined with insight.

It is remarkable that it was the poorly educated backwoodsman, not the better educated generals who had the insight and intelligence to get the most out of the militia.

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When it comes to football coaches, there are few men with that capacity and courage. Instead, the prevailing ethos is “losses are acceptable if they can be blamed on injuries or a weak roster or dumb players.

From Ron Jaworski, Games That Changed the Game:

With some teams, the difference between their first-string and back-up quarterback isn't that much, but if your number one guy is a superstar, its an entirely different story. One time, Jon Gruden and I were attending a Colts practice before one of our ESPN games, and we were standing next to their offensive coordinator, Tom Moore. Tom is 'old school' in every sense of the word. He's been in the NFL for over thirty years and has signaled in every play call of Peyton Manning's career. As we watched, we were surprised to see Manning taking virtually all the reps in the session. Jon asked Tom why he wasn't giving some snaps to Peyton's backups. Moore is a man of few words, but when he talks, those words carry weight. He looked us both in the eye, paused for a moment, then said in that gravelly voice of his, 'Fellas, if "18" goes down, we're fucked. And we don't practice fucked.'

Old school coaches like Don Shula built their teams for resilience when things went badly. Shula twice took teams to the Super Bowl when forced to play most of the season with his back-up quarterback. In his undefeated 1972 season, Earl Morrall, not Bob Griese, started a majority of Miami's 17 victories.

Owners and fans now accept the idea that without a healthy franchise QB a team is doomed to mediocrity or worse. No one remembers that Joe Gibbs won three Super Bowls with 3 different Qbs (two of them castoffs from other teams).

Bill Walsh created the West Coast Offense out of necessity when he coached in Cinncinnati. Lacking both a strong-armed QB and a powerful running game, he developed his offensive system which revolutionized the pro passing game.

Now coaches and coordinators are often given a pass of a year or more because “it takes time for players to learn a new system”. In a league with a salary cap, free agency, and short playing careers, why do journalists accept that a coach should insist that players adapt to his system instead of adapting the system to the players he has? To accept this excuse we have to admit that coaches are calling plays that they know their players are unlikely to execute.