The Washington times. [volume] (Washington [D.C.]) 1902-1939, 1926-01-18

the league IN DaJglng.
Bill Armour, manager Of the De-
troit club, who bought me from
Augusta and gave me my start, was
q distinct type Of the man VINO
understands the individual merits
In q player and could develop them.
He was a wonder at launching new
players. The proper Launching o.
q player is q mighty important
event and has to be careIuLiy
studied by the manager.
If YOU will look back in those
days it will be seen that Armour
developed many of the players who
later became stars in the great ma
chine to be led by Hughie Jennings,
hut somehow, Armour could not
handle the team so well as a group.
He concentrated his attention on
the individuals.
when Hughie Jennings canle TO
Detroit as manager, relieving Ar.
naour. the machine really began
90 work in 90 ordination. He was
helped immensely at the start by
having the benefit Of the training
work already done BY Armour.
It was very much like the train.
ing of soldiers for the World War.
often it happened that the man who
had collected these soldiers and
taught them the rudiments was un.
able TO lead them in battle. Jenn.
inrs came on as a born field leader,
q real general, who led the club 70
It woIiid be difficult to say which
deserves the greater credit. It IS
certain. however, that the man who
wins q pennant lasts longer IN the
memory. Personally have q
downright affecticn for both those
men and as I got my first impress.
sion of big league baseball from
watching them can never forget
the great qualities Of both.
Jennings was q natural and an
intelligent leader. He knew the
trick of centering his strength at
the right spot. He had another
great quality In encouraging the
PLAYERS to work together Tor the
common good. The men played
their heads off without realizing
that they were being directed by an
astute and kindly man.
Possession Of the two managerial
qualities I have mentioned 1 dis-
covered was always the Dig PROB
lam. Managers themselves realize
that they can handle machine
hatter IL they have somebody else
TO recruit its strength. 1t is almost
innossibIe for one man to think Tor
lhfs group on the field and at the
ean4e time attend to the worries of
bringing out some one youngster.
IL he can he il one Of the truly
great.
The practice Of trading play
ers grew into popularity because
Of many managers being unwiIl-
Ing and unable to give up their
time to constructive work, while
trying to win a pennant. 1t Is
much easier to go out and buy
an experienced balIplayer to fill
3 certain job than IL is to train
one for the job. Men in big
business understand that prin-
cipIe. It is cheaper, for example.
to engage an experienced sales.
man at high price than to risk
the breaking in of youngster
who has been waiting for a
chance.
Even the big newspapers Of this
country would hesitate to send
cub to cover a national convention.
Baseball has grown into such an
important business that a manager
cannot lightly risk the loss Of
pennant by making experiments.
An experienced player who can
Join team and become the neces-
sary cog to win a championship is
worth most anything that may be
paid for him.
When you hear that such and
such a manager is a great field
leader. but is not constructive don't
blame him too much. There is
always a reason why he can't de-
vote his mind to both branches at
the time. He is judged by the
pennant he wins or the drawing
power of his club. The develops.
ment of young players is forgotten
IL he does win.
There have been a few great
managers who were able to build
and lead at the same time but very
few. Connie Mack is notable
example. Even his field leadership
could not pull him through when
he broke up his great team and
started to build anew.
don't know so much about
John McGraw personally. But he
must possess both Of those great
qualities. His record in winning so
many pennants is evidence of that.
1t has been said that some man
ayers do not deserve so much
credit because they were in posi-