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Pitching in a Pinch

<h2>VI</h2> <h3>Coaching Good and Bad</h3> <div class="note">Coaching is Divided into Three Parts: Offensive, Defensive, and the Use of Crowds to Rattle Players—Why McGraw Developed Scientific Coaching—The Important Rôle a Coacher Plays in the Crisis of a Big League Ball Game when, on his Orders, Hangs Victory or Defeat. </div>   Critical moments occur in every close ball game, when coaching may win or lose it. “That wasn’t the stage for you to try to score,” yelled John McGraw, the manager of the Giants, at “Josh” Devore, as the New York left-fielder attempted to count from second base on a short hit to left field, with no one out and the team one run behind in a game with the Pirates one day in 1911, when every contest might mean the winning or losing of the pennant. “First time in my life I was ever thrown[Pg 118] out trying to score from second on a base hit to the outfield,” answered Devore, “and besides the coacher sent me in.” “I don’t care,” replied McGraw, “that was a two out play.” As a matter of fact, one of the younger players on the team was coaching at third base at the time and made an error of judgment in sending Devore home, of which an older head would not have been guilty. And the Pirates beat us by just that one run the coacher sacrificed. The next batter came through with an outfield fly which would have scored Devore from third base easily. Probably no more wily general ever crouched on the coaching line at third base than John McGraw. His judgment in holding runners or urging them on to score is almost uncanny. Governed by no set rules himself, he has formulated a list of regulations for his players which might be called the “McGraw Coaching Curriculum.” He has favorite expressions, such as “there are stages” and “that was a two out play,” which mean certain chances are to be taken by a coacher at one point in a contest, while to attempt such a[Pg 119] play under other circumstances would be nothing short of foolhardy. With the development of baseball, coaching has advanced until it is now an exact science. For many years the two men who stood at first and third bases were stationed there merely to bullyrag and abuse the pitchers, often using language that was a disgrace to a ball field. When they were not busy with this part of their art, they handed helpful hints to the runners as to where the ball was and whether the second baseman was concealing it under his shirt (a favorite trick of the old days), while the pitcher pretended to prepare to deliver it. But as rules were made which strictly forbade the use of indecent language to a pitcher, and as the old school of clowns passed, coaching developed into a science, and the sentries stationed at first and third bases found themselves occupying important jobs. For some time McGraw frowned down upon scientific coaching, until its value was forcibly brought home to him one day by an incident that occurred at the Polo Grounds, and since then he has developed it until his knowledge[Pg 120] of advising base runners is the pinnacle of scientific coaching. A few years ago, the Giants were having a nip and tuck struggle one day, when Harry McCormick, then the left-fielder, came to the plate and knocked the ball to the old centre-field ropes. He sped around the bases, and when he reached third, it looked as if he could roll home ahead of the ball. “Cy” Seymour was coaching and surprised everybody by rushing out and tackling McCormick, throwing him down and trying to force him back to third base. But big McCormick got the best of the struggle, scrambled to his feet, and finally scored after overcoming the obstacle that Seymour made. That run won the game. “What was the matter with you, Cy?” asked McGraw as Seymour came to the bench after he had almost lost the game by his poor coaching. “The sun got in my eyes, and I couldn’t see the ball,” replied Seymour. “You’d better wear smoked glasses the next time you go out to coach,” replied the manager. The batter was hitting the ball due east, and the game was being played in the afternoon, so Seymour[Pg 121] had no alibi. From the moment “Cy” made that mistake, McGraw realized the value of scientific coaching, which means making the most of every hit in a game. I have always held that a good actor with a knowledge of baseball would make a good coacher, because it is the acting that impresses a base runner, not the talking. More often than not, the conversation of a coacher, be it ever so brilliant, is not audible above the screeching of the crowd at critical moments. And I believe that McGraw is a great actor, at least of the baseball school. The cheering of the immense crowds which attend ball games, if it can be organized, is a potent factor in winning or losing them. McGraw gets the most out of a throng by his clever acting. Did any patron of the Polo Grounds ever see him turn to the stands or make any pretence that he was paying attention to the spectators? Does he ever play to the gallery? Yet it is admitted that he can do more with a crowd, make it more malleable, than any other man in baseball to-day. The attitude of the spectators makes a lot of difference to a ball club. A lackadaisical, [Pg 122]half-interested crowd often results in the team playing slovenly ball, while a lively throng can inject ginger into the men and put the whole club on its toes. McGraw is skilled in getting the most out of the spectators without letting them know that he is doing it. Did you ever watch the little manager crouching, immovable, at third base with a mitt on his hand, when the New York club goes to bat in the seventh inning two runs behind? The first hitter gets a base on balls. McGraw leaps into the air, kicks his heels together, claps his mitt, shouts at the umpire, runs in and pats the next batter on the back, and says something to the pitcher. The crowd gets it cue, wakes up and leaps into the air, kicking its heels together. The whole atmosphere inside the park is changed in a minute, and the air is bristling with enthusiasm. The other coacher, at first base, is waving his hands and running up and down the line, while the men on the bench have apparently gained new hope. They are moving about restlessly, and the next two hitters are swinging their bats in anticipation with a vigor which augurs ill for the pitcher. The game has found Ponce de Leon’s fountain of[Pg 123] youth, and the little, silent actor on the third base coaching line is the cause of the change. “Nick” Altrock, the old pitcher on the Chicago White Sox, was one of the most skilful men at handling a crowd that the game has ever developed. As a pitcher, Altrock was largely instrumental in bringing a world’s championship to the American League team in 1906, and, as a coacher, after his Big League pitching days were nearly done, he won many a game by his work on the lines in pinches. Baseball has produced several comedians, some with questionable ratings as humorists. There is “Germany” Schaefer of the Washington team, and there were “Rube” Waddell, “Bugs” Raymond and others, but “Nick” Altrock could give the best that the game has brought out in the way of comic-supplement players a terrible battle for the honors. At the old south side park in Chicago, I have seen him go to the lines with a catcher’s mitt and a first-baseman’s glove on his hands and lead the untrained mob as skilfully as one of those pompadoured young men with a megaphone does the undergraduates at a college football game. My experience as a pitcher has been that it[Pg 124] is not the steady, unbroken flood of howling and yelling, with the incessant pounding of feet, that gets on the nerves of a ball-player, but the broken, rhythmical waves of sound or the constant reiteration of one expression. A man gets accustomed to the steady cheering. It becomes a part of the game and his surroundings, as much as the stands and the crowd itself are, and he does not know that it is there. Let the coacher be clever enough to induce a crowd to repeat over and over just one sentence such as “Get a hit,” “Get a hit,” and it wears on the steadiest nerves. Nick Altrock had his baseball chorus trained so that, by a certain motion of the arm, he could get the crowd to do this at the right moment. But the science of latter-day coaching means much more than using the crowd. All coaching, like all Gaul and four or five other things, is divided into three parts, defensive coaching, offensive coaching and the use of the crowd. Offensive coaching means the handling of base runners, and requires quick and accurate judgment. The defensive sort is the advice that one player on the field gives another as to where to throw the ball, who shall take a hit, and how the base runner[Pg 125] is coming into the bag. There is a sub-division of defensive coaching which might be called the illegitimate brand. It is giving “phoney” advice to a base runner by the fielders of the other side that may lead him, in the excitement of the moment, to make a foolish play. This style has developed largely in the Big Leagues in the last three or four years. Offensive coaching, in my opinion, is the most important. For a man to be a good coacher he must be trained for the work. The best coachers are the seasoned players, the veterans of the game. A man must know the throwing ability of each outfielder on the opposing club, he must be familiar with the speed of the base runner whom he is handling, and he must be so closely acquainted with the game as a whole that he knows the stages at which to try a certain play and the circumstances under which the same attempt would be foolish. Above all things, he must be a quick thinker. Watch McGraw on the coaching lines some day. As he crouches, he picks up a pebble and throws it out of his way, and two base runners start a double steal. “Hughie” Jennings emits[Pg 126] his famous “Ee-Yaah!” and the third baseman creeps in, expecting Cobb to bunt with a man on first base and no one out. The hitter pushes the ball on a line past the third baseman. The next time Jennings shrieks his famous war-cry, it has a different intonation, and the batter bunts. “Bill” Dahlen of the Brooklyn club shouts, “Watch his foot,” and the base runner starts while the batter smashes the ball on a hit and run play. Again the pitcher hears that “Watch his foot.” He “wastes one,” so that the batter will not get a chance at the ball and turns to first base. He is surprised to find the runner anchored there. Nothing has happened. So it will be seen that the offensive coacher controls the situation and directs the plays, usually taking his orders from the manager, if the boss himself is not on the lines. In 1911 the Giants led the National League by a good margin in stealing bases, and to this speed many critics attributed the fact that the championship was won by the club. I can safely say that every base which was pilfered by a New York runner was stolen by the direct order of McGraw, except in the few games from[Pg 127] which he was absent. Then his lieutenants followed his system as closely as any one can pursue the involved and intricate style that he alone understands. If it was the base running of the Giants that won the pennant for the club, then it was the coaching of McGraw, employing the speed of his men and his opportunities, which brought the championship to New York. The first thing that every manager teaches his players now is to obey absolutely the orders of the coacher, and then he selects able men to give the advice. The brain of McGraw is behind each game the Giants play, and he plans every move, most of the hitters going to the plate with definite instructions from him as to what to try to do. In order to make this system efficient, absolute discipline must be assured. If a player has other ideas than McGraw as to what should be done, “Mac’s” invariable answer to him is: “You do what I tell you, and I’ll take the responsibility if we lose.” For two months at the end of 1911, McGraw would not let either “Josh” Devore or John Murray swing at a first ball pitched to them. Murray did this one day, after he had been ordered[Pg 128] not to, and he was promptly fined $10 and sat down on the bench, while Becker played right field. Many fans doubtless recall the substitution of Becker, but could not understand the move. Murray and Devore are what are known in baseball as “first-ball hitters.” That is, they invariably hit at the first one delivered. They watch a pitcher wind up and swing their bats involuntarily, as a man blinks his eyes when he sees a blow started. It is probably due to slight nervousness. The result was that the news of this weakness spread rapidly around the circuit by the underground routes of baseball, and every pitcher in the League was handing Devore and Murray a bad ball on the first one. Of course, each would miss it or else make a dinky little hit. They were always “in the hole,” which means that the pitcher had the advantage in the count. McGraw became exasperated after Devore had fanned out three times one day by getting bad starts, hitting at the first ball. “After this,” said McGraw to both Murray and Devore in the clubhouse, “if either of you moves his bat off his shoulder at a first ball, even if it cuts the plate, you will be fined $10 and sat down.” [Pg 129]Murray forgot the next day, saw the pitcher wind up, and swung his bat at the first one. He spent the rest of the month on the bench. But Devore’s hitting improved at once because all the pitchers, expecting him to swing at the first one, were surprised to find him “taking it” and, as it was usually bad, he had the pitcher constantly “in the hole,” instead of being at a disadvantage himself. For this reason he was able to guess more accurately what the pitcher was going to throw, and his hitting consequently improved. So did Murray’s after he had served his term on the bench. The right-fielder hit well up to the world’s series and then he just struck a slump that any player is liable to encounter. But so dependent is McGraw’s system on absolute discipline for its success that he dispensed with the services of a good player for a month to preserve his style. In contrast, “Connie” Mack, the manager of the Athletics, and by many declared to be the greatest leader in the country (although each private, of course, is true to his own general), lets his players use their own judgment largely. He seldom gives a batter a direct order unless the pinch is very stringent. [Pg 130]The most difficult position to fill as a coacher is at third base, the critical corner. There a man’s judgment must be lightning fast and always accurate. He encourages runners with his voice, but his orders are given primarily with his hands, because often the noise made by the crowd drowns out the shouted instructions. Last, he must be prepared to handle all sorts of base running. On nearly every ball club, there are some players who are known in the frank parlance of the profession as “hog wild runners.” The expression means that these players are bitten by a sort of “bug” which causes them to lose their heads when once they get on the bases. They cannot be stopped, oftentimes fighting with a coacher to go on to the next base, when it is easy to see that if the attempt is made, the runner is doomed. New York fans have often seen McGraw dash out into the line at third base, tackle Murray, and throw him back on the bag. He is a “hog wild” runner, and with him on the bases, the duties of a coacher become more arduous. He will insist on scoring if he is not stopped or does not drop dead. [Pg 131]Some youngster was coaching on third base in a game with Boston in the summer of 1911 and the Giants had a comfortable lead of several runs. Murray was on second when the batter hit clearly and sharply to left field. Murray started, and, with his usual intensity of purpose, rounded third base at top speed, bound to score. The ball was already on the way home when Murray, about ten feet from the bag, tripped and fell. He scrambled safely back to the cushion on all fours. There was nothing else to do. “This is his third year with me,” laughed McGraw on the bench, “and that’s the first time he has ever failed to try to score from second base on a hit unless he was tackled.” All ball clubs have certain “must” motions which are as strictly observed as danger signals on a railroad. A coacher’s hand upraised will stop a base runner as abruptly as the uplifted white glove of a traffic policeman halts a row of automobiles. A wave of the arm will start a runner going at top speed again. Many times a quick-witted ball-player wins a game for his club by his snap judgment. Again McGraw is the master of that. He took a game[Pg 132] from the Cubs in 1911, because, always alert for flaws in the opposition, he noticed the centre-fielder drop his arm after getting set to throw the ball home. Devore was on second base, and one run was needed to win the game. Doyle hit sharply to centre field, and Devore, coming from second, started to slow up as he rounded third. Hofman, the Chicago centre-fielder, perceiving this slackening of pace, dropped his arm. McGraw noticed this, and, with a wave of his arm, notified Devore to go home. With two strides he was at top speed again, and Hofman, taken by surprise, threw badly. The run scored which won the game. The pastime of bullyragging the pitcher by the coachers has lost its popularity recently. The wily coacher must first judge the temperament of a pitcher before he dares to undertake to get on his nerves. Clarke Griffith, formerly the manager of Cincinnati, has a reputation for being able to ruin young pitchers just attempting to establish themselves in the Big League. Time and again he has forced youngsters back to the minors by his constant cry of “Watch his foot” or “He’s going to waste this one.”   <div class="figcenter"><ANTIMG src="images/i147.jpg" alt="" /></div> Photo by L. Van Oeyen, Cleveland, Ohio Baker out at the plate trying to stretch a triple into a home run. This picture shows Catcher Easterly of Cleveland waiting with the ball to touch Baker. The home-run hero of the Athletics is shown in the picture starting the fall-away slide in an effort to get away from Easterly. Harry Davis is approaching the plate, and Jack Sheridan is awaiting the outcome at the plate.   [Pg 133]The rules are very strict now about talking to pitchers, but, if a complaint is made, Griffith declares that he was warning the batter that it was to be a pitchout, which is perfectly legitimate. The rules permit the coacher to talk to the batter and the base runners. Griffith caught a Tartar in Grover Cleveland Alexander, the sensational pitcher of the Philadelphia club. It was at his first appearance in Cincinnati that the young fellow got into the hole with several men on the bases, and “Mike” Mitchell coming up to the bat. “Now here is where we get a look at the ‘yellow,’” yelled Griffith at Alexander. The young pitcher walked over toward third base. “I’m going to make that big boob up at the bat there show such a ‘yellow streak’ that you won’t be able to see any white,” declared Alexander, and then he struck Mitchell out. Griffith had tried the wrong tactics. A story is told of Fred Clarke and “Rube” Waddell, the eccentric twirler. Waddell was once one of the best pitchers in the business when he could concentrate his attention on his work, but his mind wandered easily. [Pg 134]“Now pay no attention to Clarke,” warned his manager before the game. Clarke tried everything from cajolery to abuse on Waddell with no effect, because the eccentric “Rube” had been tipped to fight shy of the Pittsburg manager. Suddenly Clarke became friendly and walked with Waddell between innings, chatting on trivial matters. At last he said: “Why don’t you come out on my ranch in Kansas and hunt after the season, George? I’ve got a dog out there you might train.” “What kind of a dog?” asked Waddell at once interested. “Just a pup,” replied Clarke, “and you can have him if he takes a fancy to you.” “They all do,” replied Waddell. “He’s as good as mine.” The next inning the big left-hander was still thinking of that dog, and the Pirates made five runs. In many instances defensive coaching is as important as the offensive brand, which simply indorses the old axiom that any chain is only as strong as its weakest link or any ball club is only as efficient as its most deficient department.[Pg 135] When Roger Bresnahan was on the Giants, he was one of those aggressive players who are always coaching the other fielders and holding a team together, a type so much desired by a manager. If a slow roller was hit between the pitcher’s box and third base, I could always hear “Rog” yelling, “You take it, Matty,” or, “Artie, Artie,” meaning Devlin, the third baseman. He was in a position to see which man would be better able to make the play, and he gave this helpful advice. His coaching saved many a game for the Giants in the old days. “Al” Bridwell, the former shortstop, was of the same type, and, if you have ever attended a ball game at the Polo Grounds, you have doubtless heard him in his shrill, piercing voice, shouting: “I’ve got it! I’ve got it!” or, “You take it!” This style of coaching saves ball-players from accidents, and accidents have lost many a pennant. I have always held that it was a lack of the proper coaching that sent “Cy” Seymour, formerly the Giant centre-fielder, out of the Big Leagues and back to the minors. Both Murray and he attempted to catch the same fly in the season of 1909 and came into collision. Seymour went[Pg 136] down on the field, but later got up and played the game out. However, he hurt his leg so badly that it never regained its strength. Then there is that other style of defensive coaching which is the shouting of misleading advice by the fielders to the base runners. Collins and Barry, the second baseman and shortstop on the Athletics, worked a clever trick in one of the games of the 1911 world’s series which illustrates my point. The play is as old as the one in which the second baseman hides the ball under his shirt so as to catch a man asleep off first base, but often the old ones are the more effective. Doyle was on first base in one of the contests played in Philadelphia, and the batter lifted a short foul fly to Baker, playing third base. The crowd roared and the coacher’s voice was drowned by the volume of sound. “Eddie” Collins ran to cover second base, and Barry scrabbled his hand along the dirt as if preparing to field a ground ball. “Throw it here! Throw it here!” yelled Collins, and Doyle, thinking that they were trying for a force play, increased his efforts to reach second. Baker caught the fly, and Larry was[Pg 137] doubled up at first base so far that he looked foolish. Yet it really was not his fault. The safest thing for a base runner to do under those circumstances is to get one glimpse of the coacher’s motions and then he can tell whether to go back or to go on. “Johnnie” Kling, the old catcher of the Chicago Cubs, used to work a clever piece of defensive coaching with John Evers, the second baseman. This was tried on young players and usually was successful. The victim was picked out before the game, and the play depended upon him arriving at second base. Once there the schemers worked it as follows: When the “busher” was found taking a large lead, Evers would dash to the bag and Kling would make a bluff to throw the ball, but hold it. The runner naturally scampered for the base. Then, seeing that Kling had not thrown, he would start to walk away from it again. “If the Jew had thrown that time, he would have had you,” Evers would carelessly hurl over his shoulder at the intended victim. The man usually turned for a fatal second to reply. Tinker, who was playing shortstop, rushed in[Pg 138] from behind, Kling whipped the ball to the bag, and the man, caught off his guard, was tagged out. The play was really made before the game, when the victim was selected. It was this same Evers-Kling combination that turned the tide in the first inning of the most famous game ever played in baseball, the extra one between the Giants and the Cubs in the season of 1908. The Chicago club was nervous in the first inning. Tenney was hit by a pitched ball, and Herzog walked. It looked as if Pfeister, the Chicago pitcher, was losing his grip. Bresnahan struck out, and Kling, always alert, dropped the third strike, but conveniently at his feet. Thinking that here was an opportunity the crowd roared. Evers, playing deep, almost behind Herzog, shouted, “Go on!” Herzog took the bait in the excitement of the moment and ran—and was nipped many yards from first base. There are many tricks to the coacher’s trade, both offensive and defensive, and it is the quickest-witted man who is the best coacher. The sentry at first yells as the pitcher winds up, “There he goes!” imitating the first baseman as nearly as[Pg 139] possible, in the hope that the twirler will waste one by pitching out and thus give the batter an advantage. The coacher on third base will shout at the runner on a short hit to the outfield, “Take your turn!” in the dim hope that the fielder, seeing the man rounding third, will throw the ball home, and the hitter can thus make an extra base. And the job of coaching is no sinecure. McGraw has told me after directing a hard game that he is as tired as if he had played.     <hr style="width: 50%;" /> [Pg 140] <div style="break-after:column;"></div>

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