Podcasts about Bataan Death March

The Bataan Death March, a grim episode in World War II, occurred after Allied surrender in the Philippines. Originally, tens of thousands of American and Filipino soldiers were forced to undertake a brutal, months-long campaign to captivity under the Japanese military. The march began with inadequate food, water, and medical care, and quickly devolved into a landscape of extreme physical abuse, arbitrary shootings, and severe deprivation. Prisoners endured brutal beatings, dehydration, exhaustion, and untreated wounds as they pressed forward toward distant camps. The combination of harsh climate, limited supplies, and aggressive coercion caused widespread suffering, illness, and numerous deaths. Several factors converged to precipitate the atrocity. First, the rapid Japanese advance and strategic desire to neutralize enemy forces disrupted supply lines and left prisoners with little protection or relief. Second, breakdowns in discipline and command communication allowed sporadic violence against captured troops. Third, inadequate provisioning and medical neglect exacerbated vulnerabilities, turning a grueling march into a lethal ordeal. The event is emblematic of wartime brutality and raises enduring questions about command responsibility, military ethics, and the treatment of prisoners of war. In the aftermath, the Death March underscored the broader horrors of conflict and influenced wartime policy and historical memory. It highlighted the necessity for accountability and reinforced international discourse on humane treatment of POWs. The episode remains a stark reminder of the costs of war and the imperative to uphold humanitarian standards even amidst combat. It also contributes to ongoing education about World War II, ensuring that the experiences of those who suffered are not forgotten.

Last time we spoke about the surrender of Japan. Emperor Hirohito announced the surrender on August 15, prompting mixed public reactions: grief, shock, and sympathy for the Emperor, tempered by fear of hardship and occupation. The government's response included resignations and suicide as new leadership was brought in under Prime Minister Higashikuni, with Mamoru Shigemitsu as Foreign Minister and Kawabe Torashiro heading a delegation to Manila. General MacArthur directed the occupation plan, “Blacklist,” prioritizing rapid, phased entry into key Japanese areas and Korea, while demobilizing enemy forces. The surrender ceremony occurred aboard the Missouri in Tokyo Bay on September 2, with Wainwright, Percival, Nimitz, and UN representatives in attendance. Civilians and soldiers across Asia began surrendering, and postwar rehabilitation, Indochina and Vietnam's independence movements, and Southeast Asian transitions rapidly unfolded as Allied forces established control. This episode is the Aftermath of the Pacific War Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  The Pacific War has ended. Peace has been restored by the Allies and most of the places conquered by the Japanese Empire have been liberated. In this post-war period, new challenges would be faced for those who won the war; and from the ashes of an empire, a defeated nation was also seeking to rebuild. As the Japanese demobilized their armed forces, many young boys were set to return to their homeland, even if they had previously thought that they wouldn't survive the ordeal. And yet, there were some cases of isolated men that would continue to fight for decades even, unaware that the war had already ended.  As we last saw, after the Japanese surrender, General MacArthur's forces began the occupation of the Japanese home islands, while their overseas empire was being dismantled by the Allies. To handle civil administration, MacArthur established the Military Government Section, commanded by Brigadier-General William Crist, staffed by hundreds of US experts trained in civil governance who were reassigned from Okinawa and the Philippines. As the occupation began, Americans dispatched tactical units and Military Government Teams to each prefecture to ensure that policies were faithfully carried out. By mid-September, General Eichelberger's 8th Army had taken over the Tokyo Bay region and began deploying to occupy Hokkaido and the northern half of Honshu. Then General Krueger's 6th Army arrived in late September, taking southern Honshu and Shikoku, with its base in Kyoto. In December, 6th Army was relieved of its occupation duties; in January 1946, it was deactivated, leaving the 8th Army as the main garrison force. By late 1945, about 430,000 American soldiers were garrisoned across Japan. President Truman approved inviting Allied involvement on American terms, with occupation armies integrated into a US command structure. Yet with the Chinese civil war and Russia's reluctance to place its forces under MacArthur's control, only Australia, Britain, India, and New Zealand sent brigades, more than 40,000 troops in southwestern Japan. Japanese troops were gradually disarmed by order of their own commanders, so the stigma of surrender would be less keenly felt by the individual soldier. In the homeland, about 1.5 million men were discharged and returned home by the end of August. Demobilization overseas, however, proceeded, not quickly, but as a long, difficult process of repatriation. In compliance with General Order No. 1, the Japanese Imperial General Headquarters disbanded on September 13 and was superseded by the Japanese War Department to manage demobilization. By November 1, the homeland had demobilized 2,228,761 personnel, roughly 97% of the Homeland Army. Yet some 6,413,215 men remained to be repatriated from overseas. On December 1, the Japanese War Ministry dissolved, and the First Demobilization Ministry took its place. The Second Demobilization Ministry was established to handle IJN demobilization, with 1,299,868 sailors, 81% of the Navy, demobilized by December 17. Japanese warships and merchant ships had their weapons rendered inoperative, and suicide craft were destroyed. Forty percent of naval vessels were allocated to evacuations in the Philippines, and 60% to evacuations of other Pacific islands. This effort eventually repatriated about 823,984 men to Japan by February 15, 1946. As repatriation accelerated, by October 15 only 1,909,401 men remained to be repatriated, most of them in the Soviet Union. Meanwhile, the Higashikuni Cabinet and Foreign Minister Shigemitsu Mamoru managed to persuade MacArthur not to impose direct military rule or martial law over all of Japan. Instead, the occupation would be indirect, guided by the Japanese government under the Emperor's direction. An early decision to feed occupation forces from American supplies, and to allow the Japanese to use their own limited food stores, helped ease a core fear: that Imperial forces would impose forced deliveries on the people they conquered. On September 17, MacArthur transferred his headquarters from Yokohama to Tokyo, setting up primary offices on the sixth floor of the Dai-Ichi Mutual Life Insurance Building, an imposing edifice overlooking the moat and the Imperial palace grounds in Hibiya, a symbolic heart of the nation.  While the average soldier did not fit the rapacious image of wartime Japanese propagandists, occupation personnel often behaved like neo-colonial overlords. The conquerors claimed privileges unimaginable to most Japanese. Entire trains and train compartments, fitted with dining cars, were set aside for the exclusive use of occupation forces. These silenced, half-empty trains sped past crowded platforms, provoking ire as Japanese passengers were forced to enter and exit packed cars through punched-out windows, or perch on carriage roofs, couplings, and running boards, often with tragic consequences. The luxury express coaches became irresistible targets for anonymous stone-throwers. During the war, retrenchment measures had closed restaurants, cabarets, beer halls, geisha houses, and theatres in Tokyo and other large cities. Now, a vast leisure industry sprang up to cater to the needs of the foreign occupants. Reopened restaurants and theatres, along with train stations, buses, and streetcars, were sometimes kept off limits to Allied personnel, partly for security, partly to avoid burdening Japanese resources, but a costly service infrastructure was built to the occupiers' specifications. Facilities reserved for occupation troops bore large signs reading “Japanese Keep Out” or “For Allied Personnel Only.” In downtown Tokyo, important public buildings requisitioned for occupation use had separate entrances for Americans and Japanese. The effect? A subtle but clear colour bar between the predominantly white conquerors and the conquered “Asiatic” Japanese. Although MacArthur was ready to work through the Japanese government, he lacked the organizational infrastructure to administer a nation of 74 million. Consequently, on October 2, MacArthur dissolved the Military Government Section and inaugurated General Headquarters, Supreme Commander for the Allied Powers, a separate headquarters focused on civil affairs and operating in tandem with the Army high command. SCAP immediately assumed responsibility for administering the Japanese home islands. It commandeered every large building not burned down to house thousands of civilians and requisitioned vast tracts of prime real estate to quarter several hundred thousand troops in the Tokyo–Yokohama area alone. Amidst the rise of American privilege, entire buildings were refurbished as officers' clubs, replete with slot machines and gambling parlours installed at occupation expense. The Stars and Stripes were hoisted over Tokyo, while the display of the Rising Sun was banned; and the downtown area, known as “Little America,” was transformed into a US enclave. The enclave mentality of this cocooned existence was reinforced by the arrival within the first six months of roughly 700 American families. At the peak of the occupation, about 14,800 families employed some 25,000 Japanese servants to ease the “rigours” of overseas duty. Even enlisted men in the sparse quonset-hut towns around the city lived like kings compared with ordinary Japanese. Japanese workers cleaned barracks, did kitchen chores, and handled other base duties. The lowest private earned a 25% hardship bonus until these special allotments were discontinued in 1949. Most military families quickly adjusted to a pampered lifestyle that went beyond maids and “boys,” including cooks, laundresses, babysitters, gardeners, and masseuses. Perks included spacious quarters with swimming pools, central heating, hot running water, and modern plumbing. Two observers compared GHQ to the British Raj at its height. George F. Kennan, head of the State Department's Policy Planning Staff, warned during his 1948 mission to Japan that Americans had monopolized “everything that smacks of comfort or elegance or luxury,” criticizing what he called the “American brand of philistinism” and the “monumental imperviousness” of MacArthur's staff to the Japanese suffering. This conqueror's mentality also showed in the bullying attitudes many top occupation officials displayed toward the Japanese with whom they dealt. Major Faubion Bowers, MacArthur's military secretary, later said, “I and nearly all the occupation people I knew were extremely conceited and extremely arrogant and used our power every inch of the way.” Initially, there were spasms of defiance against the occupation forces, such as anonymous stone-throwing, while armed robbery and minor assaults against occupation personnel were rife in the weeks and months after capitulation. Yet active resistance was neither widespread nor organized. The Americans successfully completed their initial deployment without violence, an astonishing feat given a heavily armed and vastly superior enemy operating on home terrain. The average citizen regarded the occupation as akin to force majeure, the unfortunate but inevitable aftermath of a natural calamity. Japan lay prostrate. Industrial output had fallen to about 10% of pre-war levels, and as late as 1946, more than 13 million remained unemployed. Nearly 40% of Japan's urban areas had been turned to rubble, and some 9 million people were homeless. The war-displaced, many of them orphans, slept in doorways and hallways, in bombed-out ruins, dugouts and packing crates, under bridges or on pavements, and crowded the hallways of train and subway stations. As winter 1945 descended, with food, fuel, and clothing scarce, people froze to death. Bonfires lit the streets to ward off the chill. "The only warm hands I have shaken thus far in Japan belonged to Americans," Mark Gayn noted in December 1945. "The Japanese do not have much of a chance to thaw out, and their hands are cold and red." Unable to afford shoes, many wore straw sandals; those with geta felt themselves privileged. The sight of a man wearing a woman's high-buttoned shoes in winter epitomized the daily struggle to stay dry and warm. Shantytowns built of scrap wood, rusted metal, and scavenged odds and ends sprang up everywhere, resembling vast junk yards. The poorest searched smouldering refuse heaps for castoffs that might be bartered for a scrap to eat or wear. Black markets (yami'ichi) run by Japanese, Koreans, and For-mosans mushroomed to replace collapsed distribution channels and cash in on inflated prices. Tokyo became "a world of scarcity in which every nail, every rag, and even a tangerine peel [had a] market value." Psychologically numbed, disoriented, and disillusioned with their leaders, demobilized veterans and civilians alike struggled to get their bearings, shed militaristic ideologies, and begin to embrace new values. In the vacuum of defeat, the Japanese people appeared ready to reject the past and grasp at the straw held out by the former enemy. Relations between occupier and occupied were not smooth, however. American troops comported themselves like conquerors, especially in the early weeks and months of occupation. Much of the violence was directed against women, with the first attacks beginning within hours after the landing of advance units. When US paratroopers landed in Sapporo, an orgy of looting, sexual violence, and drunken brawling ensued. Newspaper accounts reported 931 serious offences by GIs in the Yokohama area during the first week of occupation, including 487 armed robberies, 411 thefts of currency or goods, 9 rapes, 5 break-ins, 3 cases of assault and battery, and 16 other acts of lawlessness. In the first 10 days of occupation, there were 1,336 reported rapes by US soldiers in Kanagawa Prefecture alone. Americans were not the only perpetrators. A former prostitute recalled that when Australian troops arrived in Kure in early 1946, they “dragged young women into their jeeps, took them to the mountain, and then raped them. I heard them screaming for help nearly every night.” Such behaviour was commonplace, but news of criminal activity by occupation forces was quickly suppressed. On September 10, 1945, SCAP issued press and pre-censorship codes outlawing the publication of reports and statistics "inimical to the objectives of the occupation." In the sole instance of self-help General Eichelberger records in his memoirs, when locals formed a vigilante group and retaliated against off-duty GIs, 8th Army ordered armored vehicles into the streets and arrested the ringleaders, who received lengthy prison terms. Misbehavior ranged from black-market activity, petty theft, reckless driving, and disorderly conduct to vandalism, arson, murder, and rape. Soldiers and sailors often broke the law with impunity, and incidents of robbery, rape, and even murder were widely reported. Gang rapes and other sex atrocities were not infrequent; victims, shunned as outcasts, sometimes turned to prostitution in desperation, while others took their own lives to avoid bringing shame to their families. Military courts arrested relatively few soldiers for these offenses and convicted even fewer; Japanese attempts at self-defense were punished severely, and restitution for victims was rare. Fearing the worst, Japanese authorities had already prepared countermeasures against the supposed rapacity of foreign soldiers. Imperial troops in East Asia and the Pacific had behaved brutally toward women, so the government established “sexual comfort-stations” manned by geisha, bar hostesses, and prostitutes to “satisfy the lust of the Occupation forces,” as the Higashikuni Cabinet put it. A budget of 100 million yen was set aside for these Recreation and Amusement Associations, financed initially with public funds but run as private enterprises under police supervision. Through these, the government hoped to protect the daughters of the well-born and middle class by turning to lower-class women to satisfy the soldiers' sexual appetites. By the end of 1945, brothel operators had rounded up an estimated 20,000 young women and herded them into RAA establishments nationwide. Eventually, as many as 70,000 are said to have ended up in the state-run sex industry. Thankfully, as military discipline took hold and fresh troops replaced the Allied veterans responsible for the early crime wave, violence subsided and the occupier's patronising behavior and the ugly misdeeds of a lawless few were gradually overlooked. However, fraternisation was frowned upon by both sides, and segregation was practiced in principle, with the Japanese excluded from areas reserved for Allied personnel until September 1949, when MacArthur lifted virtually all restrictions on friendly association, stating that he was “establishing the same relations between occupation personnel and the Japanese population as exists between troops stationed in the United States and the American people.” In principle, the Occupation's administrative structure was highly complex. The Far Eastern Commission, based in Washington, included representatives from all 13 countries that had fought against Japan and was established in 1946 to formulate basic principles. The Allied Council for Japan was created in the same year to assist in developing and implementing surrender terms and in administering the country. It consisted of representatives from the USA, the USSR, Nationalist China, and the British Commonwealth. Although both bodies were active at first, they were largely ineffectual due to unwieldy decision-making, disagreements between the national delegations (especially the USA and USSR), and the obstructionism of General Douglas MacArthur. In practice, SCAP, the executive authority of the occupation, effectively ruled Japan from 1945 to 1952. And since it took orders only from the US government, the Occupation became primarily an American affair. The US occupation program, effectively carried out by SCAP, was revolutionary and rested on a two-pronged approach. To ensure Japan would never again become a menace to the United States or to world peace, SCAP pursued disarmament and demilitarization, with continuing control over Japan's capacity to make war. This involved destroying military supplies and installations, demobilizing more than five million Japanese soldiers, and thoroughly discrediting the military establishment. Accordingly, SCAP ordered the purge of tens of thousands of designated persons from public service positions, including accused war criminals, military officers, leaders of ultranationalist societies, leaders in the Imperial Rule Assistance Association, business leaders tied to overseas expansion, governors of former Japanese colonies, and national leaders who had steered Japan into war. In addition, MacArthur's International Military Tribunal for the Far East established a military court in Tokyo. It had jurisdiction over those charged with Class A crimes, top leaders who had planned and directed the war. Also considered were Class B charges, covering conventional war crimes, and Class C charges, covering crimes against humanity. Yet the military court in Tokyo wouldn't be the only one. More than 5,700 lower-ranking personnel were charged with conventional war crimes in separate trials convened by Australia, China, France, the Dutch East Indies, the Philippines, the United Kingdom, and the United States. Of the 5,700 Japanese individuals indicted for Class B war crimes, 984 were sentenced to death; 475 received life sentences; 2,944 were given more limited prison terms; 1,018 were acquitted; and 279 were never brought to trial or not sentenced. Among these, many, like General Ando Rikichi and Lieutenant-General Nomi Toshio, chose to commit suicide before facing prosecution. Notable cases include Lieutenant-General Tani Hisao, who was sentenced to death by the Nanjing War Crimes Tribunal for his role in the Nanjing Massacre; Lieutenant-General Sakai Takashi, who was executed in Nanjing for the murder of British and Chinese civilians during the occupation of Hong Kong. General Okamura Yasuji was convicted of war crimes by the Tribunal, yet he was immediately protected by the personal order of Nationalist leader Chiang Kai-Shek, who kept him as a military adviser for the Kuomintang. In the Manila trials, General Yamashita Tomoyuki was sentenced to death as he was in overall command during the Sook Ching massacre, the Rape of Manila, and other atrocities. Lieutenant-General Homma Masaharu was likewise executed in Manila for atrocities committed by troops under his command during the Bataan Death March. General Imamura Hitoshi was sentenced to ten years in prison, but he considered the punishment too light and even had a replica of the prison built in his garden, remaining there until his death in 1968. Lieutenant-General Kanda Masatane received a 14-year sentence for war crimes on Bougainville, though he served only four years. Lieutenant-General Adachi Hatazo was sentenced to life imprisonment for war crimes in New Guinea and subsequently committed suicide on September 10, 1947. Lieutenant-General Teshima Fusataro received three years of forced labour for using a hospital ship to transport troops. Lieutenant-General Baba Masao was sentenced to death for ordering the Sandakan Death Marches, during which over 2,200 Australian and British prisoners of war perished. Lieutenant-General Tanabe Moritake was sentenced to death by a Dutch military tribunal for unspecified war crimes. Rear-Admiral Sakaibara Shigematsu was executed in Guam for ordering the Wake Island massacre, in which 98 American civilians were murdered. Lieutenant-General Inoue Sadae was condemned to death in Guam for permitting subordinates to execute three downed American airmen captured in Palau, though his sentence was commuted to life imprisonment in 1951 and he was released in 1953. Lieutenant-General Tachibana Yoshio was sentenced to death in Guam for his role in the Chichijima Incident, in which eight American airmen were cannibalized. By mid-1945, due to the Allied naval blockade, the 25,000 Japanese troops on Chichijima had run low on supplies. However, although the daily rice ration had been reduced from 400 grams per person per day to 240 grams, the troops were not at risk of starvation. In February and March 1945, in what would later be called the Chichijima incident, Tachibana Yoshio's senior staff turned to cannibalism. Nine American airmen had escaped from their planes after being shot down during bombing raids on Chichijima, eight of whom were captured. The ninth, the only one to evade capture, was future US President George H. W. Bush, then a 20-year-old pilot. Over several months, the prisoners were executed, and reportedly by the order of Major Matoba Sueyo, their bodies were butchered by the division's medical orderlies, with the livers and other organs consumed by the senior staff, including Matoba's superior Tachibana. In the Yokohama War Crimes Trials, Lieutenant-Generals Inada Masazumi and Yokoyama Isamu were convicted for their complicity in vivisection and other human medical experiments performed at Kyushu Imperial University on downed Allied airmen. The Tokyo War Crimes Trial, which began in May 1946 and lasted two and a half years, resulted in the execution by hanging of Generals Doihara Kenji and Itagaki Seishiro, and former Prime Ministers Hirota Koki and Tojo Hideki, for war crimes, crimes against humanity, and crimes against peace, specifically for the escalation of the Pacific War and for permitting the inhumane treatment of prisoners of war. Also sentenced to death were Lieutenant-General Muto Akira for his role in the Nanjing and Manila massacres; General Kimura Heitaro for planning the war strategy in China and Southeast Asia and for laxity in preventing atrocities against prisoners of war in Burma; and General Matsui Iwane for his involvement in the Rape of Nanjing. The seven defendants who were sentenced to death were executed at Sugamo Prison in Ikebukuro on December 23, 1948. Sixteen others were sentenced to life imprisonment, including the last Field Marshal Hata Shunroku, Generals Araki Sadao, Minami Hiro, and Umezu Shojiro, Admiral Shimada Shigetaro, former Prime Ministers Hiranuma Kiichiro and Koiso Kuniaki, Marquis Kido Koichi, and Colonel Hashimoto Kingoro, a major instigator of the second Sino-Japanese War. Additionally, former Foreign Ministers Togo Shigenori and Shigemitsu Mamoru received seven- and twenty-year sentences, respectively. The Soviet Union and Chinese Communist forces also held trials of Japanese war criminals, including the Khabarovsk War Crime Trials, which tried and found guilty some members of Japan's bacteriological and chemical warfare unit known as Unit 731. However, those who surrendered to the Americans were never brought to trial, as MacArthur granted immunity to Lieutenant-General Ishii Shiro and all members of the bacteriological research units in exchange for germ-w warfare data derived from human experimentation. If you would like to learn more about what I like to call Japan's Operation Paper clip, whereupon the US grabbed many scientists from Unit 731, check out my exclusive podcast. The SCAP-turn to democratization began with the drafting of a new constitution in 1947, addressing Japan's enduring feudal social structure. In the charter, sovereignty was vested in the people, and the emperor was designated a “symbol of the state and the unity of the people, deriving his position from the will of the people in whom resides sovereign power.” Because the emperor now possessed fewer powers than European constitutional monarchs, some have gone so far as to say that Japan became “a republic in fact if not in name.” Yet the retention of the emperor was, in fact, a compromise that suited both those who wanted to preserve the essence of the nation for stability and those who demanded that the emperor system, though not necessarily the emperor, should be expunged. In line with the democratic spirit of the new constitution, the peerage was abolished and the two-chamber Diet, to which the cabinet was now responsible, became the highest organ of state. The judiciary was made independent and local autonomy was granted in vital areas of jurisdiction such as education and the police. Moreover, the constitution stipulated that “the people shall not be prevented from enjoying any of the fundamental human rights,” that they “shall be respected as individuals,” and that “their right to life, liberty, and the pursuit of happiness shall … be the supreme consideration in legislation.” Its 29 articles guaranteed basic human rights: equality, freedom from discrimination on the basis of race, creed, sex, social status or family origin, freedom of thought and freedom of religion. Finally, in its most controversial section, Article 9, the “peace clause,” Japan “renounce[d] war as a sovereign right of the nation” and vowed not to maintain any military forces and “other war potential.” To instill a thoroughly democratic ethos, reforms touched every facet of society. The dissolution of the zaibatsu decentralised economic power; the 1945 Labour Union Law and the 1946 Labour Relations Act guaranteed workers the right to collective action; the 1947 Labour Standards Law established basic working standards for men and women; and the revised Civil Code of 1948 abolished the patriarchal household and enshrined sexual equality. Reflecting core American principles, SCAP introduced a 6-3-3 schooling system, six years of compulsory elementary education, three years of junior high, and an optional three years of senior high, along with the aim of secular, locally controlled education. More crucially, ideological reform followed: censorship of feudal material in media, revision of textbooks, and prohibition of ideas glorifying war, dying for the emperor, or venerating war heroes. With women enfranchised and young people shaped to counter militarism and ultranationalism, rural Japan was transformed to undermine lingering class divisions. The land reform program provided for the purchase of all land held by absentee landlords, allowed resident landlords and owner-farmers to retain a set amount of land, and required that the remaining land be sold to the government so it could be offered to existing tenants. In 1948, amid the intensifying tensions of the Cold War that would soon culminate in the Korean War, the occupation's focus shifted from demilitarization and democratization toward economic rehabilitation and, ultimately, the remilitarization of Japan, an shift now known as the “Reverse Course.” The country was thus rebuilt as the Pacific region's primary bulwark against the spread of Communism. An Economic Stabilisation Programme was introduced, including a five-year plan to coordinate production and target capital through the Reconstruction Finance Bank. In 1949, the anti-inflationary Dodge Plan was adopted, advocating balanced budgets, fixing the exchange rate at 360 yen to the dollar, and ending broad government intervention. Additionally, the Ministry of International Trade and Industry was formed and supported the formation of conglomerates centered around banks, which encouraged the reemergence of a somewhat weakened set of zaibatsu, including Mitsui and Mitsubishi. By the end of the Occupation era, Japan was on the verge of surpassing its 1934–1936 levels of economic growth. Equally important was Japan's rearmament in alignment with American foreign policy: a National Police Reserve of about 75,000 was created with the outbreak of the Korean War; by 1952 it had expanded to 110,000 and was renamed the Self-Defense Force after the inclusion of an air force. However, the Reverse Course also facilitated the reestablishment of conservative politics and the rollback of gains made by women and the reforms of local autonomy and education. As the Occupation progressed, the Americans permitted greater Japanese initiative, and power gradually shifted from the reformers to the moderates. By 1949, the purge of the right came under review, and many who had been condemned began returning to influence, if not to the Diet, then to behind-the-scenes power. At the same time, Japanese authorities, with MacArthur's support, began purging left-wing activists. In June 1950, for example, the central office of the Japan Communist Party and the editorial board of The Red Flag were purged. The gains made by women also seemed to be reversed. Women were elected to 8% of available seats in the first lower-house election in 1946, but to only 2% in 1952, a trend not reversed until the so-called Madonna Boom of the 1980s. Although the number of women voting continued to rise, female politicisation remained more superficial than might be imagined. Women's employment also appeared little affected by labour legislation: though women formed nearly 40% of the labor force in 1952, they earned only 45% as much as men. Indeed, women's attitudes toward labor were influenced less by the new ethos of fulfilling individual potential than by traditional views of family and workplace responsibilities. In the areas of local autonomy and education, substantial modifications were made to the reforms. Because local authorities lacked sufficient power to tax, they were unable to realise their extensive powers, and, as a result, key responsibilities were transferred back to national jurisdiction. In 1951, for example, 90% of villages and towns placed their police forces under the control of the newly formed National Police Agency. Central control over education was also gradually reasserted; in 1951, the Yoshida government attempted to reintroduce ethics classes, proposed tighter central oversight of textbooks, and recommended abolishing local school board elections. By the end of the decade, all these changes had been implemented. The Soviet occupation of the Kurile Islands and the Habomai Islets was completed with Russian troops fully deployed by September 5. Immediately after the onset of the occupation, amid a climate of insecurity and fear marked by reports of sporadic rape and physical assault and widespread looting by occupying troops, an estimated 4,000 islanders fled to Hokkaido rather than face an uncertain repatriation. As Soviet forces moved in, they seized or destroyed telephone and telegraph installations and halted ship movements into and out of the islands, leaving residents without adequate food and other winter provisions. Yet, unlike Manchuria, where Japanese civilians faced widespread sexual violence and pillage, systematic violence against the civilian population on the Kuriles appears to have been exceptional. A series of military government proclamations assured islanders of safety so long as they did not resist Soviet rule and carried on normally; however, these orders also prohibited activities not explicitly authorized by the Red Army, which imposed many hardships on civilians. Residents endured harsh conditions under Soviet rule until late 1948, when Japanese repatriation out of the Kurils was completed. The Kuriles posed a special diplomatic problem, as the occupation of the southernmost islands—the Northern Territories—ignited a long-standing dispute between Tokyo and Moscow that continues to impede the normalisation of relations today. Although the Kuriles were promised to the Soviet Union in the Yalta agreement, Japan and the United States argued that this did not apply to the Northern Territories, since they were not part of the Kurile Islands. A substantial dispute regarding the status of the Kurile Islands arose between the United States and the Soviet Union during the preparation of the Treaty of San Francisco, which was intended as a permanent peace treaty between Japan and the Allied Powers of World War II. The treaty was ultimately signed by 49 nations in San Francisco on September 8, 1951, and came into force on April 28, 1952. It ended Japan's role as an imperial power, allocated compensation to Allied nations and former prisoners of war who had suffered Japanese war crimes, ended the Allied post-war occupation of Japan, and returned full sovereignty to Japan. Effectively, the document officially renounced Japan's treaty rights derived from the Boxer Protocol of 1901 and its rights to Korea, Formosa and the Pescadores, the Kurile Islands, the Spratly Islands, Antarctica, and South Sakhalin. Japan's South Seas Mandate, namely the Mariana Islands, Marshall Islands, and Caroline Islands, had already been formally revoked by the United Nations on July 18, 1947, making the United States responsible for administration of those islands under a UN trusteeship agreement that established the Trust Territory of the Pacific Islands. In turn, the Bonin, Volcano, and Ryukyu Islands were progressively restored to Japan between 1953 and 1972, along with the Senkaku Islands, which were disputed by both Communist and Nationalist China. In addition, alongside the Treaty of San Francisco, Japan and the United States signed a Security Treaty that established a long-lasting military alliance between them. Although Japan renounced its rights to the Kuriles, the U.S. State Department later clarified that “the Habomai Islands and Shikotan ... are properly part of Hokkaido and that Japan is entitled to sovereignty over them,” hence why the Soviets refused to sign the treaty. Britain and the United States agreed that territorial rights would not be granted to nations that did not sign the Treaty of San Francisco, and as a result the Kurile Islands were not formally recognized as Soviet territory. A separate peace treaty, the Treaty of Taipei (formally the Sino-Japanese Peace Treaty), was signed in Taipei on April 28, 1952 between Japan and the Kuomintang, and on June 9 of that year the Treaty of Peace Between Japan and India followed. Finally, Japan and the Soviet Union ended their formal state of war with the Soviet–Japanese Joint Declaration of 1956, though this did not settle the Kurile Islands dispute. Even after these formal steps, Japan as a nation was not in a formal state of war, and many Japanese continued to believe the war was ongoing; those who held out after the surrender came to be known as Japanese holdouts.  Captain Oba Sakae and his medical company participated in the Saipan campaign beginning on July 7, 1944, and took part in what would become the largest banzai charge of the Pacific War. After 15 hours of intense hand-to-hand combat, almost 4,300 Japanese soldiers were dead, and Oba and his men were presumed among them. In reality, however, he survived the battle and gradually assumed command of over a hundred additional soldiers. Only five men from his original unit survived the battle, two of whom died in the following months. Oba then led over 200 Japanese civilians deeper into the jungles to evade capture, organizing them into mountain caves and hidden jungle villages. When the soldiers were not assisting the civilians with survival tasks, Oba and his men continued their battle against the garrison of US Marines. He used the 1,552‑ft Mount Tapochau as their primary base, which offered an unobstructed 360-degree view of the island. From their base camp on the western slope of the mountain, Oba and his men occasionally conducted guerrilla-style raids on American positions. Due to the speed and stealth of these operations, and the Marines' frustrated attempts to find him, the Saipan Marines eventually referred to Oba as “The Fox.” Oba and his men held out on the island for 512 days, or about 16 months. On November 27, 1945, former Major-General Amo Umahachi was able to draw out some of the Japanese in hiding by singing the anthem of the Japanese infantry branch. Amo was then able to present documents from the defunct IGHQ to Oba ordering him and his 46 remaining men to surrender themselves to the Americans. On December 1, the Japanese soldiers gathered on Tapochau and sang a song of departure to the spirits of the war dead; Oba led his people out of the jungle and they presented themselves to the Marines of the 18th Anti-Aircraft Artillery Company. With great formality and commensurate dignity, Oba surrendered his sword to Lieutenant Colonel Howard G. Kirgis, and his men surrendered their arms and colors. On January 2, 1946, 20 Japanese soldiers hiding in a tunnel at Corregidor Island surrendered after learning the war had ended from a newspaper found while collecting water. In that same month, 120 Japanese were routed after a battle in the mountains 150 miles south of Manila. In April, during a seven-week campaign to clear Lubang Island, 41 more Japanese emerged from the jungle, unaware that the war had ended; however, a group of four Japanese continued to resist. In early 1947, Lieutenant Yamaguchi Ei and his band of 33 soldiers renewed fighting with the small Marine garrison on Peleliu, prompting reinforcements under Rear-Admiral Charles Pownall to be brought to the island to hunt down the guerrilla group. Along with them came former Rear-Admiral Sumikawa Michio, who ultimately convinced Yamaguchi to surrender in April after almost three years of guerrilla warfare. Also in April, seven Japanese emerged from Palawan Island and fifteen armed stragglers emerged from Luzon. In January 1948, 200 troops surrendered on Mindanao; and on May 12, the Associated Press reported that two unnamed Japanese soldiers had surrendered to civilian policemen in Guam the day before. On January 6, 1949, two former IJN soldiers, machine gunners Matsudo Rikio and Yamakage Kufuku, were discovered on Iwo Jima and surrendered peacefully. In March 1950, Private Akatsu Yūichi surrendered in the village of Looc, leaving only three Japanese still resisting on Lubang. By 1951 a group of Japanese on Anatahan Island refused to believe that the war was over and resisted every attempt by the Navy to remove them. This group was first discovered in February 1945, when several Chamorros from Saipan were sent to the island to recover the bodies of a Saipan-based B-29. The Chamorros reported that there were about thirty Japanese survivors from three ships sunk in June 1944, one of which was an Okinawan woman. Personal aggravations developed from the close confines of a small group on a small island and from tuba drinking; among the holdouts, 6 of 11 deaths were the result of violence, and one man displayed 13 knife wounds. The presence of only one woman, Higa Kazuko, caused considerable difficulty as she would transfer her affections among at least four men after each of them mysteriously disappeared, purportedly “swallowed by the waves while fishing.” According to the more sensational versions of the Anatahan tale, 11 of the 30 navy sailors stranded on the island died due to violent struggles over her affections. In July 1950, Higa went to the beach when an American vessel appeared offshore and finally asked to be removed from the island. She was taken to Saipan aboard the Miss Susie and, upon arrival, told authorities that the men on the island did not believe the war was over. As the Japanese government showed interest in the situation on Anatahan, the families of the holdouts were contacted in Japan and urged by the Navy to write letters stating that the war was over and that the holdouts should surrender. The letters were dropped by air on June 26 and ultimately convinced the holdouts to give themselves up. Thus, six years after the end of World War II, “Operation Removal” commenced from Saipan under the command of Lt. Commander James B. Johnson, USNR, aboard the Navy Tug USS Cocopa. Johnson and an interpreter went ashore by rubber boat and formally accepted the surrender on the morning of June 30, 1951. The Anatahan femme fatale story later inspired the 1953 Japanese film Anatahan and the 1998 novel Cage on the Sea. In 1953, Murata Susumu, the last holdout on Tinian, was finally captured. The next year, on May 7, Corporal Sumada Shoichi was killed in a clash with Filipino soldiers, leaving only two Japanese still resisting on Lubang. In November 1955, Seaman Kinoshita Noboru was captured in the Luzon jungle but soon after committed suicide rather than “return to Japan in defeat.” That same year, four Japanese airmen surrendered at Hollandia in Dutch New Guinea; and in 1956, nine soldiers were located and sent home from Morotai, while four men surrendered on Mindoro. In May 1960, Sergeant Ito Masashi became one of the last Japanese to surrender at Guam after the capture of his comrade Private Minagawa Bunzo, but the final surrender at Guam would come later with Sergeant Yokoi Shoichi. Sergeant Yokoi Shoichi survived in the jungles of Guam by living for years in an elaborately dug hole, subsisting on snails and lizards, a fate that, while undignified, showcased his ingenuity and resilience and earned him a warm welcome on his return to Japan. His capture was not heroic in the traditional sense: he was found half-starving by a group of villagers while foraging for shrimp in a stream, and the broader context included his awareness as early as 1952 that the war had ended. He explained that the wartime bushido code, emphasizing self-sacrifice or suicide rather than self-preservation, had left him fearing that repatriation would label him a deserter and likely lead to execution. Emerging from the jungle, Yokoi also became a vocal critic of Japan's wartime leadership, including Emperor Hirohito, which fits a view of him as a product of, and a prisoner within, his own education, military training, and the censorship and propaganda of the era. When asked by a young nephew how he survived so long on an island just a short distance from a major American airbase, he replied simply, “I was really good at hide and seek.”  That same year, Private Kozuka Kinshichi was killed in a shootout with Philippine police in October, leaving Lieutenant Onoda Hiroo still resisting on Lubang. Lieutenant Onoda Hiroo had been on Lubang since 1944, a few months before the Americans retook the Philippines. The last instructions he had received from his immediate superior ordered him to retreat to the interior of the island and harass the Allied occupying forces until the IJA eventually returned. Despite efforts by the Philippine Army, letters and newspapers left for him, radio broadcasts, and even a plea from Onoda's brother, he did not believe the war was over. On February 20, 1974, Onoda encountered a young Japanese university dropout named Suzuki Norio, who was traveling the world and had told friends that he planned to “look for Lieutenant Onoda, a panda, and the abominable snowman, in that order.” The two became friends, but Onoda stated that he was waiting for orders from one of his commanders. On March 9, 1974, Onoda went to an agreed-upon place and found a note left by Suzuki. Suzuki had brought along Onoda's former commander, Major Taniguchi, who delivered the oral orders for Onoda to surrender. Intelligence Officer 2nd Lt. Onoda Hiroo thus emerged from Lubang's jungle with his .25 caliber rifle, 500 rounds of ammunition, and several hand grenades. He surrendered 29 years after Japan's formal surrender, and 15 years after being declared legally dead in Japan. When he accepted that the war was over, he wept openly. He received a hero's welcome upon his return to Japan in 1974. The Japanese government offered him a large sum of money in back pay, which he refused. When money was pressed on him by well-wishers, he donated it to Yasukuni Shrine. Onoda was reportedly unhappy with the attention and what he saw as the withering of traditional Japanese values. He wrote No Surrender: My Thirty-Year War, a best-selling autobiography published in 1974. Yet the last Japanese to surrender would be Private Nakamura Teruo, an Amis aborigine from Formosa and a member of the Takasago Volunteers. Private Nakamura Teruo spent the tail end of World War II with a dwindling band on Morotai, repeatedly dispersing and reassembling in the jungle as they hunted for food. The group suffered continuous losses to starvation and disease, and survivors described Nakamura as highly self-sufficient. He left to live alone somewhere in the Morotai highlands between 1946 and 1947, rejoined the main group in 1950, and then disappeared again a few years later. Nakamura hinted in print that he fled into the jungle because he feared the other holdouts might murder him. He survives for decades beyond the war, eventually being found by 11 Indonesian soldiers. The emergence of an indigenous Taiwanese soldier among the search party embarrassed Japan as it sought to move past its imperial past. Many Japanese felt Nakamura deserved compensation for decades of loyalty, only to learn that his back pay for three decades of service amounted to 68,000 yen.   Nakamura's experience of peace was complex. When a journalist asked how he felt about “wasting” three decades of his life on Morotai, he replied that the years had not been wasted; he had been serving his country. Yet the country he returned to was Taiwan, and upon disembarking in Taipei in early January 1975, he learned that his wife had a son he had never met and that she had remarried a decade after his official death. Nakamura eventually lived with a daughter, and his story concluded with a bittersweet note when his wife reconsidered and reconciled with him. Several Japanese soldiers joined local Communist and insurgent groups after the war to avoid surrender. Notably, in 1956 and 1958, two soldiers returned to Japan after service in China's People's Liberation Army. Two others who defected with a larger group to the Malayan Communist Party around 1945 laid down their arms in 1989 and repatriated the next year, becoming among the last to return home. That is all for today, but fear not I will provide a few more goodies over the next few weeks. I will be releasing some of my exclusive podcast episodes from my youtube membership and patreon that are about pacific war subjects. Like I promised the first one will be on why Emperor Hirohito surrendered. Until then if you need your fix you know where to find me: eastern front week by week, fall and rise of china, echoes of war or on my Youtube membership of patreon at www.patreon.com/pacificwarchannel.

In this episode, Dr. Megan McElheran, a clinical psychologist and CEO of Before Operational Stress, Inc. discusses stoicism's practical applications and the misinterpretations associated with it. Dr. McElheran shares her extensive work with trauma-exposed professionals, including military personnel and first responders, and highlights the importance of managing stress and trauma. Marcus and Dr. McElheran delve into the concept of post-traumatic growth, the necessity of facing adversities, and maintaining mental health resilience. The conversation also touches on Dr. McElheran's Bataan Death March experience, underscoring the significant lessons in resilience and determination. Episode Highlights: 02:29 The Misconceptions of Stoicism 08:04 The Impact of Trauma on First Responders 29:32 Stoic Wisdom for Overcoming Hardship 31:10 The Hero's Journey and Personal Growth 32:22 Embracing Pain and Suffering 37:55 Curating Thoughts and Building Confidence 40:20 The Bataan Death March: A Lesson in Endurance Dr. Megan McElheran, CEO of Wayfound Mental Health Group in Calgary, AB, is a Clinical Psychologist with 16 years of expertise in Operational Stress Injuries (OSI). Specializing in active-duty military, Veterans, and public safety personnel, she focuses on assessment, diagnosis, and treatment. Driven by a passion for OSI prevention and resilience enhancement, she developed the BOS program. Exploring innovative approaches, she's delving into psychedelic medicine for psychological injuries. A sought-after speaker and educator, Dr. McElheran shares her insights nationally. Her recent publication in the European Journal of Psychotraumatology, "Functional Disconnection and Reconnection," sheds light on novel strategies for public safety personnel's well-being. You can find out more here: https://www.beforeoperationalstress.com/ Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

When you mention Japanese War crimes in World War Two, you'll often get different responses from different generations. The oldest among us will talk about the Bataan Death March. Younger people, coming of age in the 1990s, will mention the Rape of Nanking or the comfort women forced into service by the Japanese army. Occasionally, someone will mention biological warfare. Frank Jacob has offered a valuable service by surveying Japanese mistreatment of civilians and soldiers comprehensively. His book, Japanese War Crimes during World War II: Atrocity and the Psychology of Collective Violence (Praeger, 2018), is short and doesn't treat any event or issue in depth. But he offers a lucid and thorough evaluation of the literature and nuggets of additional insight. And he frames it with a thoughtful attempt to explain the conduct about which he is writing. If you're looking for a deep dive into a particular topic, you're not the audience Jacob had in mind. But this is a good place to come to grips with the broad picture of Japanese misconduct during the war. Kelly McFall is Professor of History and Director of the Honors Program at Newman University. He's the author of four modules in the Reacting to the Past series, including The Needs of Others: Human Rights, International Organizations and Intervention in Rwanda, 1994, published by W. W. Norton Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

When you mention Japanese War crimes in World War Two, you'll often get different responses from different generations. The oldest among us will talk about the Bataan Death March. Younger people, coming of age in the 1990s, will mention the Rape of Nanking or the comfort women forced into service by the Japanese army. Occasionally, someone will mention biological warfare. Frank Jacob has offered a valuable service by surveying Japanese mistreatment of civilians and soldiers comprehensively. His book, Japanese War Crimes during World War II: Atrocity and the Psychology of Collective Violence (Praeger, 2018), is short and doesn't treat any event or issue in depth. But he offers a lucid and thorough evaluation of the literature and nuggets of additional insight. And he frames it with a thoughtful attempt to explain the conduct about which he is writing. If you're looking for a deep dive into a particular topic, you're not the audience Jacob had in mind. But this is a good place to come to grips with the broad picture of Japanese misconduct during the war. Kelly McFall is Professor of History and Director of the Honors Program at Newman University. He's the author of four modules in the Reacting to the Past series, including The Needs of Others: Human Rights, International Organizations and Intervention in Rwanda, 1994, published by W. W. Norton Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

When you mention Japanese War crimes in World War Two, you'll often get different responses from different generations. The oldest among us will talk about the Bataan Death March. Younger people, coming of age in the 1990s, will mention the Rape of Nanking or the comfort women forced into service by the Japanese army. Occasionally, someone will mention biological warfare. Frank Jacob has offered a valuable service by surveying Japanese mistreatment of civilians and soldiers comprehensively. His book, Japanese War Crimes during World War II: Atrocity and the Psychology of Collective Violence (Praeger, 2018), is short and doesn't treat any event or issue in depth. But he offers a lucid and thorough evaluation of the literature and nuggets of additional insight. And he frames it with a thoughtful attempt to explain the conduct about which he is writing. If you're looking for a deep dive into a particular topic, you're not the audience Jacob had in mind. But this is a good place to come to grips with the broad picture of Japanese misconduct during the war. Kelly McFall is Professor of History and Director of the Honors Program at Newman University. He's the author of four modules in the Reacting to the Past series, including The Needs of Others: Human Rights, International Organizations and Intervention in Rwanda, 1994, published by W. W. Norton Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/east-asian-studies

When you mention Japanese War crimes in World War Two, you'll often get different responses from different generations. The oldest among us will talk about the Bataan Death March. Younger people, coming of age in the 1990s, will mention the Rape of Nanking or the comfort women forced into service by the Japanese army. Occasionally, someone will mention biological warfare. Frank Jacob has offered a valuable service by surveying Japanese mistreatment of civilians and soldiers comprehensively. His book, Japanese War Crimes during World War II: Atrocity and the Psychology of Collective Violence (Praeger, 2018), is short and doesn't treat any event or issue in depth. But he offers a lucid and thorough evaluation of the literature and nuggets of additional insight. And he frames it with a thoughtful attempt to explain the conduct about which he is writing. If you're looking for a deep dive into a particular topic, you're not the audience Jacob had in mind. But this is a good place to come to grips with the broad picture of Japanese misconduct during the war. Kelly McFall is Professor of History and Director of the Honors Program at Newman University. He's the author of four modules in the Reacting to the Past series, including The Needs of Others: Human Rights, International Organizations and Intervention in Rwanda, 1994, published by W. W. Norton Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/sociology

When you mention Japanese War crimes in World War Two, you'll often get different responses from different generations. The oldest among us will talk about the Bataan Death March. Younger people, coming of age in the 1990s, will mention the Rape of Nanking or the comfort women forced into service by the Japanese army. Occasionally, someone will mention biological warfare. Frank Jacob has offered a valuable service by surveying Japanese mistreatment of civilians and soldiers comprehensively. His book, Japanese War Crimes during World War II: Atrocity and the Psychology of Collective Violence (Praeger, 2018), is short and doesn't treat any event or issue in depth. But he offers a lucid and thorough evaluation of the literature and nuggets of additional insight. And he frames it with a thoughtful attempt to explain the conduct about which he is writing. If you're looking for a deep dive into a particular topic, you're not the audience Jacob had in mind. But this is a good place to come to grips with the broad picture of Japanese misconduct during the war. Kelly McFall is Professor of History and Director of the Honors Program at Newman University. He's the author of four modules in the Reacting to the Past series, including The Needs of Others: Human Rights, International Organizations and Intervention in Rwanda, 1994, published by W. W. Norton Press. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/japanese-studies

On December 8, 1941, as the Japanese were bombing Pearl Harbor, they were simultaneously attacking other Allied positions around Asia.  One of the biggest attacks was on Manila and the Philippines and the Filipino and American forces on the island of Luzon. Filipino and American forces ended up surrendering, which began one of the most brutal and horrifying episodes of the entire war.  Learn more about the Bataan Death March and how and why it happened on this episode of Everything Everywhere Daily. Sponsors Newspapers.com Get 20% off your subscription to Newspapers.com Mint Mobile Cut your wireless bill to 15 bucks a month at mintmobile.com/eed Quince Go to quince.com/daily for 365-day returns, plus free shipping on your order! Stitch Fix Go to stitchfix.com/everywhere to have a stylist help you look your best Tourist Office of Spain Plan your next adventure at Spain.info  Stash Go to get.stash.com/EVERYTHING to see how you can receive $25 towards your first stock purchase and to view important disclosures. Subscribe to the podcast!  https://everything-everywhere.com/everything-everywhere-daily-podcast/ -------------------------------- Executive Producer: Charles Daniel Associate Producers: Austin Oetken & Cameron Kieffer   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere Update your podcast app at newpodcastapps.com Discord Server: https://discord.gg/UkRUJFh Instagram: https://www.instagram.com/everythingeverywhere/ Facebook Group: https://www.facebook.com/groups/everythingeverywheredaily Twitter: https://twitter.com/everywheretrip Website: https://everything-everywhere.com/  Disce aliquid novi cotidie Learn more about your ad choices. Visit megaphone.fm/adchoices

Just hours after the attack on Pearl Harbor in 1941, Japan invaded the Philippines. In the midst of the death and destruction, tens of thousands of American and Filipino soldiers were forced to march on what became known as the Bataan Death March. Why does God allow such horrors? Satisfactory answers don't come easy. Join John Bradshaw on location in the Philippines for “The March of Death.”

Just hours after the attack on Pearl Harbor in 1941, Japan invaded the Philippines. In the midst of the death and destruction, tens of thousands of American and Filipino soldiers were forced to march on what became known as the Bataan Death March. Why does God allow such horrors? Satisfactory answers don't come easy. Join John Bradshaw on location in the Philippines for “The March of Death.”

Dr. David Pyle, Steven Taylor, and Johnathan Dawson are three local friends who are engaging in the Bataan Death March to raise money to help Honor Flight of the Ozarks and raise money for local vets! Join Ted, Steve, and Lucas for the KZRG Morning Newswatch!

Dr. David Pyle, Steven Taylor, and Johnathan Dawson are three local friends who are engaging in the Bataan Death March to raise money to help Honor Flight of the Ozarks and raise money for local vets! Join Ted, Steve, and Lucas for the KZRG Morning Newswatch!

Dr. David Pyle, Steven Taylor, and Johnathan Dawson are three local friends who are engaging in the Bataan Death March to raise money to help Honor Flight of the Ozarks and raise money for local vets! Join Ted, Steve, and Lucas for the KZRG Morning Newswatch!

In this captivating episode of 10x Your Team with Cam & Otis, Val Burgess takes us on a historical journey through the powerful stories of veterans from World War II and beyond. Val shares her extensive work in preserving the narratives of those who served, highlighting the harrowing experiences of POWs, the resilience of Bataan Death March survivors, and the emotional liberation of Mooseburg. Through these stories, Val emphasizes the importance of remembering and honoring the sacrifices made by veterans across different conflicts. This episode not only sheds light on the untold stories of bravery and endurance but also underscores the vital role these narratives play in understanding our shared history and shaping future leadership. Join us as we delve into the rich tapestry of veterans' experiences and the lessons they impart.More About Val:Val Burgess is a passionate storyteller and historian dedicated to preserving the powerful narratives of World War II veterans. Her journey began in 1993, inspired by her Uncle Vernon's desire to revisit the prison camp where he was held during the war. With a background in design and marketing, Val organized a commemorative trip for former POWs, sparking a lifelong mission to capture and share their stories of bravery, sacrifice, and resilience. Through her work, Val has conducted numerous interviews with veterans, weaving together their experiences into a vivid tapestry of wartime heroism and human endurance. Her efforts culminated in a transformative journey across Europe with 125 former POWs and their families, retracing the steps of their wartime odyssey. Val's dedication to honoring these veterans extends beyond storytelling; she seeks to inspire future generations by highlighting the enduring values of courage and perseverance. Her presentations are renowned for bringing history to life, captivating audiences of all ages with tales of adversity and triumph. Val Burgess continues to carry the torch of remembrance, ensuring that the legacy of these remarkable individuals will never be forgotten.The Cam and Otis Show - Podcast - MasterfileChapters:[00:00] Introduction and WelcomeCamden and Otis introduce the episode and guest, Val Burgess.[05:00] The Importance of StorytellingVal discusses the role of storytelling in preserving history and shaping perspectives.[15:00] Lessons from HistoryExploring how historical narratives can inform and influence modern leadership.[25:00] Listening and UnderstandingThe significance of listening to diverse stories and perspectives.[35:00] The Impact of Sharing StoriesHow sharing stories can foster connection and growth within teams.[45:00] Closing Thoughts and TakeawaysFinal reflections from Val and the hosts, encourage listeners to embrace storytelling in their leadership journey.#10xYourTeam #VeteranStories #WWII #MilitaryHistory #Leadership #POWStories #BataanDeathMarch #VeteranLegacy #HistoricalNarratives #MilitaryLeadership #VeteransRemembered #WW2History #OralHistory #MilitaryHeroes #LeadershipLessons #HistoricalLeadership #VeteranVoices #MilitaryResilience #StoriesOfCourage #TribeAndPurpose #LeadershipDevelopment #VeteranLegacy #PersonalGrowth #TeamDevelopment #LeadershipJourneyVal BurgessWebsite: https://warsvoices.com/

New York Times bestselling author ROBERT DUGONI and co-authors, CHRIS CRABTREE and JEFF LANGHOLZ, Ph.D., join BOOKSTORM Podcast to discuss HOLD STRONG, their epic novel based on the lives of real-life heroes! Part of the book takes place during the Bataan Death March in the Philippines during WII (and in the South China Sea) … and a portion takes place in war nerve centers stateside. We talked about the role of faith, humor, and friendship in surviving the un-survivable. Wait until you hear about the role of women in the Navy's non-combat roles, including the incredibly talented code-breakers! Given the extraordinary trauma these characters experienced, is there such a thing as returning to “normal” life after war, or is there forever a new normal? Must they compartmentalize what they experienced? We had a poignant discussion about respect for life when the choices are stark. Powerful! How does love thrive in these difficult circumstances? Be sure to listen to Robert's incredible personal story at the end - we had chills! Join us – you'll be so glad you did!You can find more of your favorite bestselling authors at BOOKSTORM Podcast! We're also on Instagram, TikTok, Facebook, and YouTube!

Some guys are so bored with their partner that they execute foreplay like it's the Bataan Death March, or like Patrick Bateman in American Psycho without the murder, and then wonder why their wife's responsive desire doesn't kick in. If she thinks you're only into her if she does XYZ in bed, then it is adaptive and self-protective not to have sex with you, as it is actually only about sex to you and not about connecting with a woman you deeply love and desire. More about this in today's episode! Subscribe if you love the DPM show! https://podcasters.spotify.com/pod/show/drpsychmomshow/subscribe and you'll get all my awesome bonus episodes! Most recent subscriber episode: "The Interesting Thing That Happens When Women Make More Money." For my secret Facebook group, the "best money I've ever spent" according to numerous members, go ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/groups/376126477688726/?mibextid=uJjRxr! Or click blue subscribe button on www.facebook.com/drpsychmom. It's $4.99/mo. For coaching from DPM, visit https://www.drpsychmom.com/coaching/ For therapy or life coaching, contact us at https://www.bestlifebehavioralhealth.com/. Follow me on TikTok! https://www.tiktok.com/@therealdrpsychmom and YouTube: https://www.youtube.com/channel/UCqLm4xRaUeroBodFc-h4XDQ

The Japanese attacked the Philippines almost simultaneous with their December 7th, 1941 attack on the U.S. fleet at Pearl Harbor.  Following Japanese air attacks, the Japanese 14th Army landed in the Philippines on December 8th.  By January 1942, the Japanese had U.S. and Filipino forces bottled up on the Bataan Peninsula.  Those U.S. and Filipino forces surrendered on May 8th.  It is arguably America's worst military defeat ever.  Among the roughly 12,000 Americans taken prisoner were four Navy doctors.  John Glusman tells their story in “Conduct Under Fire: Four American Doctors and Their Fight for Life as Prisoners of the Japanese, 1941-1945.”

The dehumanized view of the enemies of Japan in World War 2. The Bataan Death March. Texas rangers or a sheriff. If we cut illegals off from their benefits will they riot? Congress abusing their constituents will continue until we change who we vote for. Getting kicked off shows. See omnystudio.com/listener for privacy information.

Summary   "A sadness of men." We've reached the final movie of our Manix Pixie Dream Girl series and realize what connects these movies are sad men of the early 2000s, not quirky women. Also discussed: Behind Her Eyes, Jackpot! and the second ending of Bennifer.     Show notes:   The Bataan Death March of Whimsy Case File #1: Elizabethtown (AV Club)   I'm sorry for coining the phrase "Manic Pixie Dream Girl" (Salon)   The Hunt For The Worst Movie Of All Time: Elizabethtown (Redux) (Stereogum)     Recommendations:   Lisa:  Behind Her Eyes (Netflix)   Andrea G.:  Jackpot! (Prime)   Andrea W.:  "Middle" by Nicky Lawrence (music)   Music credits  "Electrodoodle" by Kevin MacLeod From: incompetech.com Licensed under Creative Commons: By Attribution 3.0 License   Theme song "Pyro Flow" by Kevin Macleod From: incompetech.com Licensed under Creative Commons: By Attribution 3.0 License   "Good Times" by Podington Bear From:  Free Music Archive Licensed under Creative Commons: By Attribution 3.0 License     Pop This! Links: Pop This! on TumblrPop This! on iTunes (please consider reviewing and rating us!) Pop This! on Stitcher (please consider reviewing and rating us!) Pop This! on Google PlayPop This! on TuneIn radioPop This! on TwitterPop This! on Instagram Logo design by Samantha Smith Intro voiced by Morgan Brayton Pop This! is a podcast featuring three women talking about pop culture. Lisa Christiansen is a broadcaster, journalist and longtime metal head. Andrea Warner is a music critic, author and former horoscopes columnist. Andrea Gin is a producer and an avid figure skating fan. Press play and come hang out with your new best friends. Pop This! podcast is produced by Andrea Gin.  

Summary   "I'm impossible to forget, but I'm hard to remember." We have come to the third movie in our Manic Pixie Girl series, and some say this is the movie where it all began: Elizabethtown. Also discussed: Andrea Warner's broken toe, swimming while injured, and the various films of Cameron Crowe.     Show notes:   The Bataan Death March of Whimsy Case File #1: Elizabethtown (AV Club)   I'm sorry for coining the phrase "Manic Pixie Dream Girl" (Salon)   The Hunt For The Worst Movie Of All Time: Elizabethtown (Redux) (Stereogum)     Recommendations:   Lisa:  One Day (Netflix) Andrea G.:  Loony (music)   Andrea W.:  Robot Dreams (movie)     Music credits  "Electrodoodle" by Kevin MacLeod From: incompetech.com Licensed under Creative Commons: By Attribution 3.0 License   Theme song "Pyro Flow" by Kevin Macleod From: incompetech.com Licensed under Creative Commons: By Attribution 3.0 License   "Good Times" by Podington Bear From:  Free Music Archive Licensed under Creative Commons: By Attribution 3.0 License     Pop This! Links: Pop This! on TumblrPop This! on iTunes (please consider reviewing and rating us!) Pop This! on Stitcher (please consider reviewing and rating us!) Pop This! on Google PlayPop This! on TuneIn radioPop This! on TwitterPop This! on Instagram Logo design by Samantha Smith Intro voiced by Morgan Brayton Pop This! is a podcast featuring three women talking about pop culture. Lisa Christiansen is a broadcaster, journalist and longtime metal head. Andrea Warner is a music critic, author and former horoscopes columnist. Andrea Gin is a producer and an avid figure skating fan. Press play and come hang out with your new best friends. Pop This! podcast is produced by Andrea Gin.  

This week Seth and Bill take a deep dive into one of the most exciting, and heroic, episodes of the Pacific War-the rescue of some of the survivors of the Bataan Death March during the raid on Cabanatuan in 1945. US Army 6th Rangers under the command of COL Henry Mucci infiltrated deep behind Japanese lines to rescue American POWs languishing in the Cabanatuan Prisoner of War camp. The raid, led by Ranger Captain Robert Prince, was a resounding success and truly one of the most exciting stories to come out of the campaign for Luzon.

Show SummaryOn today's episode, we feature a conversation with John Pray, Brig. Gen., USAF (Ret), CEO of Operation Homefront. Operation Homefront provides relief and recurring family support programs and services throughout the year to help military families overcome short-term difficulties so they don't become long-term hardships About Today's GuestJohn I. Pray, Brig. Gen., USAF (Ret.) has served as Chief Executive Officer of Operation Homefront since 2015. He credits his parents with instilling the importance of service to others and love of country – two core beliefs that have formed the moral compass John has used to guide all the major decisions in his life. John's father, a career Army officer who served during World War II, survived both the Bataan Death March and three and a half years as a POW, and the Korean War, believed his mother was the one who deserved special credit for all she had to deal with his long absences and the many uncertainties that characterize military life. Their example was the driving force behind John's decision to join the United States Air Force. He retired after serving 27 years in a variety of staff and command assignments, to include the Director of the White House Situation Room, to accept the opportunity serve as the Executive Secretary of the National Security Council during the Bush Administration. Once John left the Federal government, he chose to continue serving our military members and their families. First, in a variety of executive capacities at the United Service Organizations (USO) and since May 2015, as the President/CEO with Operation Homefront, another nationally recognized nonprofit. In his current role, he oversees the fulfillment of the organization's vital mission – to help build strong, stable, and secure military families so they can thrive, not simply struggle to get by, in the communities they have worked so hard to protect. The Operation Homefront family, consisting of 120 staff members, 20 national board members, over 50 regional advisory council members, nearly 4,000 volunteers, scores of corporate and foundation donors and tens of thousands of individual donors, share a common passion to help our military families in their time of need because of all they have done for all of us in our nation's time of need.John holds a Bachelor of Science degree from the U.S. Air Force Academy and master's degrees from Embry-Riddle Aeronautical University, the School of Advanced Airpower Studies, and the Air War College. He has also completed senior executive programs at the Columbia University Graduate School of Business, Harvard Business School and the Wharton School of the University of Pennsylvania. Links Mentioned in this Episode Operation Homefront WebsiteProvide FeedbackAs a dedicated member of the audience, we would like to hear from you about the show. Please take a few minutes to share your thoughts about the show in this short feedback survey. By doing so, you will be entered to receive a signed copy of one of our host's three books on military and veteran mental health. Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on TwitterPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

In this episode, Dr. Megan McElheran, a clinical psychologist and CEO of Before Operational Stress, Inc. discusses stoicism's practical applications and the misinterpretations associated with it. Dr. McElheran shares her extensive work with trauma-exposed professionals, including military personnel and first responders, and highlights the importance of managing stress and trauma. Marcus and Dr. McElheran delve into the concept of post-traumatic growth, the necessity of facing adversities, and maintaining mental health resilience. The conversation also touches on Dr. McElheran's Bataan Death March experience, underscoring the significant lessons in resilience and determination. Episode Highlights: 02:29 The Misconceptions of Stoicism 08:04 The Impact of Trauma on First Responders 29:32 Stoic Wisdom for Overcoming Hardship 31:10 The Hero's Journey and Personal Growth 32:22 Embracing Pain and Suffering 37:55 Curating Thoughts and Building Confidence 40:20 The Bataan Death March: A Lesson in Endurance Dr. Megan McElheran, CEO of Wayfound Mental Health Group in Calgary, AB, is a Clinical Psychologist with 16 years of expertise in Operational Stress Injuries (OSI). Specializing in active-duty military, Veterans, and public safety personnel, she focuses on assessment, diagnosis, and treatment. Driven by a passion for OSI prevention and resilience enhancement, she developed the BOS program. Exploring innovative approaches, she's delving into psychedelic medicine for psychological injuries. A sought-after speaker and educator, Dr. McElheran shares her insights nationally. Her recent publication in the European Journal of Psychotraumatology, "Functional Disconnection and Reconnection," sheds light on novel strategies for public safety personnel's well-being. You can find out more here: https://www.beforeoperationalstress.com/ Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

On December 8, 1941, as the Japanese were bombing Pearl Harbor, they were simultaneously attacking other Allied positions around Asia.  One of the biggest attacks was on Manila in the Philippines and the Filipino and American forces that were entrenched on the Bataan Peninsula. Filipino and American forces ended up surrendering, which began one of the most brutal and horrifying episodes of the entire war.  Learn more about the Bataan Death March and how and why it happened on this episode of Everything Everywhere Daily. Sponsors Available nationally, look for a bottle of Heaven Hill Bottled-in-Bond at your local store. Find out more at heavenhilldistillery.com/hh-bottled-in-bond.php Sign up today at butcherbox.com/daily and use code daily to choose your free offer and get $20 off. Visit BetterHelp.com/everywhere today to get 10% off your first month. Use the code EverythingEverywhere for a 20% discount on a subscription at Newspapers.com. Visit meminto.com and get 15% off with code EED15.  Listen to Expedition Unknown wherever you get your podcasts.  Get started with a $13 trial set for just $3 at harrys.com/EVERYTHING. Subscribe to the podcast!  https://link.chtbl.com/EverythingEverywhere?sid=ShowNotes -------------------------------- Executive Producer: Charles Daniel Associate Producers: Ben Long & Cameron Kieffer   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere Update your podcast app at newpodcastapps.com Discord Server: https://discord.gg/UkRUJFh Instagram: https://www.instagram.com/everythingeverywhere/ Facebook Group: https://www.facebook.com/groups/everythingeverywheredaily Twitter: https://twitter.com/everywheretrip Website: https://everything-everywhere.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

As a child, MG (Ret.) Antonio Taguba knew his father had been involved in the Bataan Death March – but it wasn't until the older man's dying days that General Taguba learned the full extent of it. That conversation inspired him to play a leading role in shining a spotlight on this dark moment of WWII, eventually leading to veterans of the battle and Death March receiving the prestigious Congressional Gold Medal. Hosts LTG (Ret.) Leslie C. Smith and SMA (Ret.) Dan Dailey sit down with General Taguba to discuss his own Army origin story, the historical events of April 1942, and why he still travels across the country to deliver the Gold Medals to survivors and veterans every year.   Guest: MG (Ret.) Antonio Taguba, U.S. Army   Special thanks to Director, T.S. Botkin, and to Producers, Amanda Upson and Benito Bautista, for permission to use audio clips from their documentary, A Long March. For more information check out, https://www.lfffilm.com/.   Audio Clips Credits: Upson, Amanda, and Benito Bautista. A Long March. United States: Good Docs, 2022.   Has a member of the Army changed your life? Now is your chance to thank them publicly with a shoutout via our Hooah Hotline and have it possibly appear on an upcoming episode of AUSA's Army Matters podcast!   AUSA's Army Matters podcast can also be heard on Wreaths Across America Radio on Monday at 8 pm Eastern  You can find Wreaths Across America Radio on the iHeart Radio app, the Audacy app, and the TuneIn app. Search the word Wreath.    Donate: If you are interested in supporting AUSA's educational programs, such as this podcast, please visit www.ausa.org/donate. Feedback: How are we doing? Email us at podcast@ausa.org. Disclaimer: AUSA's Army Matters podcast primary purpose is to entertain. The podcast does not constitute advice or services. While guests are invited to listen, listeners please note that you are not being provided professional advice from the podcast or the guests. The views and opinions of our guests do not necessarily reflect the views of AUSA.

moving 60,000 POW's 60 miles --- Send in a voice message: https://podcasters.spotify.com/pod/show/rocky-seale7/message

82 years ago – April 9, 1942 – some 75,000 American and Filipino servicemen became POWs when Bataan peninsula fell to Japanese forces.   With in days the overwhelming majority of them were forced onto the Bataan Death March.   These are their stories.   I mention the following men in this episode: Jim Gallagher – Sportswriter from Philly who died on the first day of the march (Episode 27) Ray Hunt – The young air corpsman who escaped the march and became a guerilla leader (Episode 28) Jack and Bobby Aldrich – Brothers who served in the same Artillery unit and marched together (Episode 29) Gen Ed King – The man who surrendered Bataan (Episode 24) Lester Tenney – A tank man in the army reserves who was injured on but survived the Death March (Episode 2)  Pantingan River Massacre – When the Japanese killed some 300 surrendered Filipino soldiers (episode 31) A young POW's search for water at Camp O'Donnell (episode 32)

Jeremy talks about the benefits of rucking and how it has show to increase bone density.  Starting training as Jeremy and Jeff will be in White Sands, New Mexico this time next year for the Bataan Death March, a 26.2 mile ruck through the desert.  Ask questions here:jeremymullinspodcast@gmail.comJeremy Mullins Podcast Presented by: Summit Rejuvenation Clinics and GreenUp Wealth ManagementFree consultationsSummit Rejuvenation Clinics: https://www.getsummithrt.com/jeremy-mullinsGreenUp Wealth: https://greenupwealth.com/speak-with-a-planner/Connect on Social Media: Jeremy Mullinshttps://www.instagram.com/jeremy.d.mullins/Jeffrey Renohttps://www.instagram.com/jeffrey_reno/?utm_source=qr

Two days after Corregidor fell, more than 11,000 American and Filipino POWs were marched to a beachy cove known as the Army 92nd Garage.   Here they stayed, cramped, hungry, and thirty for nearly 3 weeks – baking in the tortuous Philippine sun because there was no protection from elements.   Among these men was my great-grandfather Alma Salm, who would endure 33 months of torturous POW life – experiences that would follow him home and color the remainer of his life.   Here are links to other episodes I mentioned in this episode: #40 – Describes the relentless week of bombings on Corregidor, leading up to the Japanese invasion. #44 – Details the Marines' final fight to defend Corregidor #39 – The experiences of Alma Salm's wife and daughter in Honolulu while Pearl Harbor was being attacked #32 – Life at Camp O'Donnell, where the Bataan Death March survivors were imprisoned after the march   You'll find images and maps about the 92nd Garage and Alma Salm's story at: Left Behind Website (includes sources) Instagram: @leftbehindpodcast  Left Behind Facebook page

Clement Leone stands in the war room, that is filled with many memories and mementos, at his home in Lake Heritage. He is wearing the Legion of Honor award which he received at the French Embassy in Washington D.C. (Darryl Wheeler/Gettysburg Times) This interview of Clem Leone was conducted at his home in Gettysburg, Pennsylvania by John Fenzel and his son Luke, on June 16, 2018.  At the time of this interview, Clem was 94 years old.  The following narrative is derived from multiple sources, detailed at the end of this post.  Many of the photos of awards, models and artifacts were taken at his home. Major Clement “Clem” Leone US Army Air Force   B24 Liberator Radio Operator 2nd Air Division/445th Bomb Group/700th Squadron POW - Stalag Luft IV Poland  Nov. '44 – May ‘45 Clem Leone was born in Baltimore in 1924.  He had two brothers and three sisters and one of his brothers served in the Merchant Marines during WW II.  I asked Clem what he remembered of growing up during the Great Depression.  “It was tough makin' a living.  Not enough food to eat.”  Clem had a step father who was a railroad telegrapher.  “He made an above average salary for the time, but even so, we had to scrounge everywhere we could to get food.”  Clem attended Southern High School, loved his experience, and characterized himself as a nerd.  “I went there to learn and I graduated with honors.” When the war broke out Clem was 17.  He wanted to enlist but his mother wouldn't let him.  “When they started drafting 18 year olds she let me go.”  Clem enlisted in November of '42.  The Army gave him several tests to identify his skills which would then be used to determine his military occupation.  Clem did well on the radio test and had he had the option of radio school or auto and truck mechanic school.  Clem had already taken auto shop in high school so he figured he should learn something else and he selected radio school.  Clem headed to Fort Pickett in Virginia and then to Miami Florida for basic training.  At the time the Army needed radio operators so badly that they shortened his basic training and sent him to radio school in Sioux Falls, South Dakota.  There he spent 13 weeks having “morse code pounded into you.”  Clem wanted to fly and after passing a physical for flying he went to gunnery school to learn every weapon on the aircraft.  The training was primitive but creative for the time and the technology available.   Next stop for Clem was Boise, Idaho where the gunners were teamed with a pilot, co-pilot, engineer and bombardier.  There were a total of 10 in the crew for the B24 Liberator.  The crew was sent to Sioux Falls where they practiced formation flying and Clem was assigned primary responsibility for the radio and secondary responsibility for the upper machine gun turret.  In November of '43 they left for Europe.  They headed for England via Brazil and then to the Ascension Islands.  “The Ascension Islands were a tiny speck in the middle of the ocean.  My thought right away was, the Navigator just got out of cadet training.  I hope he learned his lessons.”  The Navigator got them to the Ascension Islands where they had Thanksgiving dinner while they plane was serviced.  They then flew to Africa and then to Tibenham, England.  Clem was in the 700th Squadron and Jimmy Stewart was a pilot in the 701st Squadron.  One day Jimmy Stewart needed a radio operator to go on a training flight so he could check out a new pilot.  Clem volunteered.  “He was very strict.  You never would have guessed he was a movie star celebrity.” The crew's first flight in December '43 was a training mission to get accustomed to a new pilot.  During the flight, the number 4 engine caught fire and they were able to extinguish the flames.  The pilot was looking to make an emergency landing when the number 1 engine caught fire.  The pilot hit the bail out button and the crew ejected.  Clem didn't get out of the plane until they were at 800 feet, and he hit the ground so hard he broke his leg.  All but the pilot made it out alive. On February 4th of 1944 they had their first mission that took then into Frankfurt, Germany.  They loaded onto their plane, the “Wacky Donald” and headed for Germany.  Clem recalled the flight was uneventful, with lots of flack but no Nazi fighter planes.  They arrived at their target, dropped their bombs, and started to make their turn to head back to England.  One of the planes in the formation above the Wacky Donald had one bomb stuck in its bomb bay and when it released it hit the number two engine on the Wacky Donald.  Clem looked at the window to find a huge hole in the wing.  This forced them to drop out of formation and head back to Tibenham at a much slower speed than the rest of the formation.  The pilot ordered the crew to throw all non-essential equipment, including all but 50 rounds per machine gun, out of the bomb bay to lighten the plane to maintain their altitude.  They were 5 to 6 hours from home. Clem (lower left) with his crew. Top center is Lt. Robert Blomberg, an up and comer with the 445th Bomb Group who died at the controls when his ship blew up. Others in the crew were also KIA. Notable in this team photo is the small man next to Blomberg, Lt. Donald Widmark, co-pilot and brother of future actor Richard Widmark. The co-pilot would grab a parachute and leave Blomberg behind 75 years ago today. Clem's personal rule was to stay with the ship as long as the officers did, but when he saw Widmark bail out, he said, “It was time for this guy to go.” The plane and crew limped home and didn't hit any resistance until they received heavy flack over the coast of France just before they headed over the English Channel.  The plane dropped to about 4,000 feet and then received a radio transmission, “fighters at 6 o'clock.”  Two ME-109 were closing on the Wacky Donald.  Clem was in the upper gun turret and swung the guns around and took aim at the ME-109's.  Another transmission blared “fighters at 12 o'clock.”  Clem pivoted to 12 o'clock and saw a wonderful sight; two British Spitfires.  “Boy, they were beautiful.”  The Spitfires took out one of the Nazi planes and one of the Spitfires chased the other ME-109 back to France.  The Wacky Donald continued back to their air field and Clem recalled, “The White Cliffs of Dover….man they were beautiful!”.  The runway came into sight, but the excitement wasn't over.  The pilot said “I have to put us into a dive to get enough speed to land.  Put the landing gear into the down position and just pray they lock.”  Their prayers were answered, and the pilot got them home in one piece.  “None of us were hurt, but we did a lot of sweating.” With two near misses under his belt Clem flew 4 more missions into Germany and France without incident.  With D-Day looming, Operation Argument was developed.  The objective was sustained and heavy bombing of aviation related targets in Germany.  This was also known as “Big Week”.  The crew of the "Wacky Donald" received orders to bomb a ball bearing plant in Gotha Germany, 145 miles west of Dresden.  “That was a long flight.”  The 20 plane formation took off on February 24 '44.  While making their way to the target they came under attack by the Luftwaffe using Fokker 190's.   The enemy aircraft unleashed a barrage of incendiary rockets directly at the aft section of the "Wacky Donald." Clem was on the radio when he heard a tremendous explosion and saw flames begin to consume the plane. Amidst the chaos and the 200-mile-per-hour slipstream, Clem gripped the barrels of the top turret machine gun, a desperate attempt to maintain some semblance of control.  He looked around and found the tail gunner dead and half hanging out of the plane and one of the waist gunners dead in his position.  The other waist gunner was wounded but managed to eject.  The ball turret gunner came up to escape the fire, but he had to go back and retrieve his parachute leaving Clem and the Engineer to fight the flames with the fire extinguishers.  That proved to be pointless as massive amounts of hydraulic fluid fed the flames.  In a moment that seemed to stretch into eternity, Clem's dire circumstances took a dramatic turn.  The co-pilot climbed over Clem and exited the plane through the upper hatch and bailed out.  Clem's theory was, “if the pilot or the co-pilot leaves, it's time for this boy to go.”  Later Clem learned that 13 of the 20 planes in his formation were shot down. The engulfing fire reached the wing tanks, triggering a catastrophic explosion that instantly transformed the night sky. The force of the blast was so intense that it rendered Technical Sgt. Leone unconscious and propelled him clear of the disintegrating aircraft, setting him on a terrifying free-fall towards the earth below. Plummeting from an altitude of perhaps 10,000 feet, Clem was unconscious, his body hurtling down at a speed that should have guaranteed a fatal outcome upon impact. However, fate had other plans for the feisty airman. In a miraculous twist of events, Clem regained consciousness mid-fall, his face covered in blood, yet his mind startlingly clear. With death staring him in the face, he managed to summon his wits, frantically searching for the orange metal ring on his chest that stood between life and certain death. With a decisive yank, Clem pulled the ring, deploying his parachute and transitioning from a deathly free-fall to a controlled descent. Despite his injuries, including fractured ribs sustained upon impact, Clem survived the ordeal, a testament to his incredible resilience and presence of mind in the face of overwhelming adversity. This harrowing experience not only showcased Clem's indomitable spirit but also marked the beginning of an extraordinary tale of survival against all odds.   Clem put on his parachute and climbed through the upper hatch.  At this point the plane was still flying 240 mph and Clem had to hold on to the two upper guns to keep from blowing off.  The plane was being consumed by flames and Clem was trying to decide how to exit the plane without getting caught in the spinning props or being thrown into the big double tail in the rear.  “While I was contemplating what to do apparently the ship exploded because I found myself at 14,000 feet without an airplane.”   Clem knew he was over enemy territory, and his mind was spinning on how to avoid capture.  His chute opened without a problem and he could see below that there was a pond and he was headed straight into it.  “Well wouldn't you know it, I got out of the plane safely and here I am going to land in this pond and drown because I can't swim.”  Luckily, he remembered his training on how to use his cords to direct his landing.  At about 8,000 feet he saw a crowd of civilians running toward him.  Now he remembered being told that German civilians would kill American pilots because they were told they were gangsters. Clem made sure to pull his legs up so he wouldn't break them and instead broke three ribs and hurt his back. With the crowd rapidly approaching, Clem pulled out his sidearm to try and defend himself.  He could hear them yelling, “Hollander, Hollander!”  He then realized he wasn't in Germany but rather occupied Netherlands.  Clem motioned them to come closer and tried to use his language card to speak Dutch but to no avail.  They brought Clem to a farmhouse and gave him a slice of bread with some jelly and a drink.  Clem didn't know what to expect so he gave the Dutch his firearm in case he was captured.  Better the Dutch to have it than the Nazi's.  Then came a knock at the door and it was a member of the German Home Guard; A Dutch citizen in a Nazi uniform who said, “you are my prisoner.  For you the war is over.”  Clem was led down a road by the Home Guard followed by the Dutch villagers.  Clem was directed to enter a civilian camp, but the Dutch were yelling, “no, other way!”  A 17 year old ran up to Clem and said “come” and he began running.  Without thinking Clem took off with him.  At the same time the Dutch villagers handled the guard.  “They beat the daylights out of him!” They ran into the woods and took Clem to a camouflaged underground bunker just big enough for a cot and a bucket for a latrine.  They told him to stay put and they would be back as soon as the Nazi's stopped looking for him.  A few days later they returned with a doctor.  The doctor taped his ribs and gave him some pain killers and the Dutch brought him some food.  Clem was told he would have to stay put until the villagers were able to hand him off to the Dutch underground.  He hid in the shelter for a week.  One day he heard a truck pull up and was sure the Nazi's had finally found him.  Instead, it was the Dutch underground and Clem's luck continued.  The underground took him to Amsterdam where a family hid him for a while.  They hid him in the attic and sometimes closets.  In the evenings they took him out for walks. They were trying to arrange to get Clem into France and then over the Pyrenees Mountains into Spain and from there to England. The underground thought they had found safe passage and they took Clem and began walking south until they eventually came to a train station, and they handed Clem off to a guide to take him the rest of the way.  At the train station a Nazi soldier asked him where the train was headed.  Clem was dressed in civilian clothes and had identification papers that identified him as a deaf and dumb accountant from Sumatra.  They chose Sumatra because of Clem's Mediterranean complexion and Sumatra was a Dutch possession.  They took the train to a farmhouse in southern Holland and then walked to the border of Belgium.  At the border they had to time the patrols of the Belgium border guards so they could slip across the border.  Once across the border there was a truck waiting for them that took them into Antwerp. Clem was taken to a home where he was hidden for a short time until the underground felt they had another contact that could take him into France.  After exchanging pleasantries, the contact started asking Clem about the name of his plane, when he was shot down and who had helped him.  Clem made up stories about why he couldn't remember and gave up no information.  At that point he was led to a building and was handed over to the Nazi's.  After four and a half months Clem was no longer free.  It was July of 1944 and he had no idea when the war would be over.  I asked Clem what went through his mind at that point.  He said, “I thought it was all over.”  Clem was put in a prison cell with another American that had been captured, Odell Hooper from Oklahoma.  They remained there for about a week until the Nazis had accumulated more Americans.  They were then put on a passenger train to an interrogation center. “All that time, all my mom had was the telegram she received telling her I was shot down,” Leone said. “She didn't know whether I was dead or alive.” At the interrogation center they were put into solitary for a week.  When Clem was brought before the Nazi interrogation officer he was asked for his name, rank, and serial number.  The Nazi, in a very friendly manner said, “Leone.  That's Italian.  Aren't you fighting for the wrong side?”  Clem gave then no information and was sent back to his cell.  Next, they were taken by train to Stalag Luft IV located in present day Tychowo, Poland just south of the Baltic Sea.  Clem remembered when they stepped off the train they saw a long line of German guards, all very young in age and holding German Shepherds.  The Americans were told to run into the POW camp while the guards allowed the dogs to nip at their heels.  When Clem's group made it inside the camp the resident POWs told them, “You were lucky.  They usually prod you with bayonets.” “The Americans already there said we were lucky,” Leone remembered. “The captain who would prick people with bayonets had just gone on leave.” In eight months, Leone had one shower. Had him and his comrades known about the Jewish concentration camps, he admitted they probably wouldn't have gotten even the one shower so as to avoid being gassed. The camp held mainly allied air crews and most of the guards were from the Luftwaffe.  There was a connection between the aircrews which made life a tiny bit more bearable.  Clem was led to his cell by an elderly Nazi soldier who told him, “this won't be pleasant but its bearable and you will be able to live through it and you will be able to get to go home.”  Clem was offered the opportunity to be placed in the officer's camp as an orderly, but he refused.  He wanted to be with the NCO's.   The POWs were warned not to cross the warning wire” that extended around the perimeter of the camp.  If they stepped across it, they would be shot without warning.  Beyond the warning wire there was a series of fences and barbed wire entanglements to make sure no one thought of escape.  Food did exist and red Cross parcels were delivered with some regularity and had some nutrition in them.  Meals consisted of raw potatoes and bread with sticks in it.  Once they were given a block of cheese infested with bugs.  To pass the time they walked around the perimeter of the camp, played baseball with make-shift bats and balls, and played football with a make-shift football. The guards inside the camp were elderly and unarmed.  The POWs called them ferrets because they were always trying to get information from the POWs to pass along to the camp commandant.  The guards in the towers and in the Commandant's barracks were armed.  “They were nasty, and they all spoke perfect English.”  Bartering in the camp with the guards was a big business.  Cigarettes and spam carried high currency.   One of the men bartered with a guard for parts to a radio which he built into a functional transistor radio which kept the POWs somewhat informed of the progress of the war.  They knew the Allies were winning and that helped with morale. In January of '45 the Allies were advancing into Nazi Territory.  The men at the camp could hear artillery in the distance.  They thought Liberation could be not far away.  The Nazi's decided to evacuate the camp to avoid the Russian troops advancing from the east.  They decided to march the camp west.  The sick and wounded were transported by train.  On February 6, 1945, the remaining men began what would become known as the German Death March.   The men were assembled in columns of 4 or 5 across and were forced to march between 5 and 20 miles each day.  The men had inadequate clothing to provide them protection from one of Germany's harshest winters on record.  Snow and sub-zero temperatures resulted in frost bite and the complete lack of sanitation, food or drink resulted in extreme weight loss, lice, dysentery and in some cases death.  Men who could not keep up were escorted by a Nazi soldier into the woods and executed.  Sometimes the men were able to sleep in barns but often they slept in open fields exposed to the elements.  The march took the POWs through numerous German towns where they were distained by the German citizens who had endured prolonged and devastating Allied bombing.  They threw eggs and tomatoes and tried to assault the POWs.   They stole eggs for food. At one point, they collected all their cigarettes to trade with a farmer for a pig to roast. They dodged friendly fire from U.S. airplanes that had no way of knowing they were American prisoners. “Survival,” Leone said when asked what was going through his mind during the more than a year he spent in Europe. “How's this gonna end? What are they finally gonna do? Any time you don't have your freedom, I think you'd feel that way. The worst part of it as far as not having your freedom was that week in solitary.” Clem believes the march ended on May 6th, 1945.  That day they woke up and found that the guards had disappeared.   The POWs wondered what had happened.  A short while later they heard engines and soon a British Lorry appeared carrying British soldiers.    The number of men thought to have started the march was 6,000+.  The total time estimated for the march was 86 days.  It is believed the men covered 600+ miles as the Nazi's continually changed direction to avoid the advancing Soviet troops.  It is thought that 1,300+ men perished in the harsh winter conditions.  No official records were kept making it hard to get precise numbers.  Despite the lack of records this forced march is often compared to the Bataan Death March. The British took the POWs clothes and burned them.  They deloused the men and gave them plenty of time to take a nice hot shower.  Initially they were issued small portions of rations until their digestive systems became accustomed to food again.  Clem boarded the ship, The Jonathan Worth for a 13 day voyage home.  When they entered New York Harbor they were greeted with pleasure boats “with gals in bikini's and some of them had records playing don't fence me in.”  I asked Clem if he remembered seeing the Statute of Liberty.  “Oh Yes.  That was a wonderful site!”  Next, they were taken to Fort Dix and were given a big steak dinner.  They were permitted one phone call and Clem called his uncle to come pick him up.   Clem arrived back in Baltimore and had a 60 day recuperation furlough.  He looked up his high school sweetheart who had waited for him to return and they decided to get married and move to Miami where Clem was scheduled to report back for duty.  They were married and before they left on their honeymoon Clem received a letter to be ready to deploy to the Pacific.  Fortunately, when he returned from his honeymoon the war was over.   Clem went about building his life with a keen sense for making money and advancing.  He worked as an auto mechanic, then networked his way into a Pontiac dealership in the service area, became shop foreman and then went into sales and various other roles in the car business.  In a chance meeting someone asked him if he had ever considered teaching auto mechanics.  He had not but decided to give it a try because it had a pension.  Clem ended up teaching high school auto mechanics for 22 years and was beloved by his students.  He also stayed in the Army and Air Force Reserves for 33 years reaching the rank of Major.  “In my opinion, there are no real heroes in a war,” Leone said from his Mount Joy home in the Lake Heritage development. “There's nothing glorious about war. It's mayhem.” Clem Leone passed away at the age of 98 on Wednesday, September 28, 2022.  CLem received France's highest award, the Legion of Honor, at the French Embassy in Washington, D.C., and also received the Purple Heart, the POW Award and the Dutch equivalent to the French Legion of Honor. Luke Fenzel with Clem Leone (June 16, 2018) John and Luke Fenzel, with Clem Leone (June 16, 2018) The above narrative was derived from the following sources: Written Account by Walter Schuppe, Avon, CT, (860) 558-1072; walter11_22@yahoo.com "WWII vet, former POW, recalls War as 'Mayhem'," Gettysburg Times Article by Mark Walters, December 6, 2010 "Death for Wacky Donald," by Robert Matzen

A proposal for a new county jail draws lukewarm support; An Arizona congressman wants to crack down on high speed border chases; The Benson airport is dedicated to a survivor of the Bataan Death March; and more...

In 1942, the American forces in the Philippines were in a very bad way and were forced to surrender to the Japanese that had trapped them on a small peninsula on the island of Luzon. What followed was a brutal hellmarch, a suffocating train ride, and internment at a camp with conditions so bad that men wished for death. In this episode we're telling you the story of the surrender and the torture that followed, but this little slice of bleakness is only being served so that we can come back next week and tell you all about the daring spec-ops raid that was launched to save these men and bring them home. But for now, why don't you go ahead and grab a drink, settle in, and enjoy this episode of Hundred Proof History titled The Bataan Death March: Aptly Named! If you enjoyed the show, please consider joining our Patreon where you get classic episodes, bonus episodes, and early access to new releases. All for just $3 a month! --- Send in a voice message: https://podcasters.spotify.com/pod/show/100proofhistory/message

In the world of City Clubs, Jeff McFadden is well known and well-respected. As the CEO of the Union League of Philadelphia he has developed a national reputation as a club leader. Ask GM's who know him and they use adjectives to describe him like "Brilliant", "Visionary" and "remarkable." In this episode, Jeff shares his involvement in transforming the Union League from a club in financial trouble generating about $7 million in annual revenue to a club that does about 100 million annually. He also shares his perspective on breaking away from old financial models and how to engage new, younger members with long-time club personalities. Is now the time to double down and invest in your club? Listen to Jeff's thoughts on that topic as well.  Noteworthy Moments: Jeff talks about making the leap to the Union League - 3:45 Park it! The Union League buys a parking garage - 9:07 Building your granddaughter's club - 13:21 Thinking differently about the financial future and the "right way to run a railroad" - 15:25 Change management and getting the right people on the bus - 19:03 The city club and more. Building an investment portfolio - 25:52 How Jeff views appealing to different member demographics - 35:06 Is this the time to invest in your club? - 39:28 Episode Summary: For club leaders who feel stuck in the "same old, same old" Jeff provides a fresh take on some long time issues. He also offers some insightful thoughts around managing the issue of engaging younger new members while keeping long time members excited about the club. As the General Manager, now CEO of the Union League of Philadelphia, Jeff is gone from managing day to day operations of a city club to running a $100 million business. If you're someone hoping to create this kind of growth at your club and this type of career track for yourself, you'll appreciate Jeff McFadden's Perspective Let's Connect If you find Crushing Club Marketing helpful please share it with a friend and be sure to subscribe and rate this podcast. Also, find more information on private club marketing services from StoryTeller, check out our website here. If you'd like to connect with Ed Heil on LinkedIn, feel free to send a request! Transcript Ed Heil: [00:00:00] You're listening to Crush and Club Marketing, a podcast for progressive club leaders looking to increase their club's revenue. Time for Change begins right now. In the world of city clubs. Jeff McFadden is well-known and well-respected as the CEO of the Union League of Philadelphia. He's developed a national reputation as a club leader, as GM's who know him and these adjectives to describe him like brilliant, visionary and remarkable. In this episode of Crushing Club Marketing, I catch up with Jeff to learn more about his involvement in building the Union League from a club in financial trouble to a club that does about 100 million in revenue annually. He calls it accidental brilliance, but there's more to it than that. [00:00:44][44.7] Ed Heil: [00:00:46] Your name has come up in so many conversations regarding just what a strong leader and visionary you are and in the work you've done at the Union League. And I know that it's difficult to talk about yourself in that way. But there was a quote that I read from Jason Straka from the Frye Straka, a global golf course design firm and Jason Straka, said Union League CEO Jeff McFadden is one of the most respected general managers associated with the golf business. He's credited with vastly expanding the Union League's social and business opportunities, knowing that many of their members on a vacation home down on the Jersey Shore and or vacation there quite a bit. Jeff saw an opportunity for a second golf facility, and obviously this is referring to one of the the golf clubs that the union now owns. But when you hear those kind of accolades, and that, what goes through your mind. [00:01:46][60.0] Jeff McFadden: [00:01:47] Well, first of all, what goes through my mind is I pay Jason, which is a good thing. And that's probably why he had those nice accolades about us. But when he and Dana Frye did at Union League, National is just over the top. It's the Disney World of golf. It's spectacular. Over the last year, 27 holes. And now we're proud. I'm very proud of what I did. I think a lot of what we've done over the last 25 years was accidental brilliance through really just perseverance, hard work, you know, trying to get the right strategy and then keeping your head down and, you know, working through what you could do and keeping a smile on your face to, you know, that's. [00:02:27][40.1] Ed Heil: [00:02:27] Yeah, well, you make it sound simple and, you know, I guess when it comes second, nature probably feels simpler. Although I know it's not always been super easy, as is. Most jobs are when you're there that long. But 25 years, you know, that's a long run. And your first two jobs in you know as I think GM and both both jobs five years and three years which is pretty typical, right. I mean, is that do I have that right? Help me out with that. [00:02:56][28.7] Jeff McFadden: [00:02:56] Yeah. No, When I graduated the hotel school at Cornell, I went to the Cosmos Club as food and beverage manager, got promoted to assistant GM clubhouse manager. And then my first GM job is in Denver, Colorado, at the University Club, which I never thought I'd move back to the East Coast from Colorado. But I did. Yeah, right. When I got headhunted to go to the Union League at at age 30. So good times. [00:03:20][24.1] Ed Heil: [00:03:21] Guess, you know, at age 30. What did the Union League see in you at that age, especially looking back now? I mean, what's it like looking back now and, you know, knowing what you were like then? I mean, what do you think they saw in you that time? [00:03:34][12.4] Jeff McFadden: [00:03:34] Well, I think in in reality, I think I was the fifth person they offered the job, too. So, you know. [00:03:40][5.2] Ed Heil: [00:03:40] You sort of you I wish I got I got a vet that won out. But yeah. [00:03:44][3.5] Jeff McFadden: [00:03:45] You know, right place, right time, situation. It just worked out well. The league was struggling in the late eighties, 1990s, as Philadelphia was struggling quite a bit before Ed Rendell, who was a gregarious mayor, wind up becoming governor of Pennsylvania. Just a terrific leader, inspirational type of person. So, you know, when I was young enough, probably dumb enough and not experienced enough to know what I was getting into. And the the more senior statement statements in the club industry probably looked at the league and said, I don't want to touch it. Right. It's it had sort of had terminal cancer. At the time it wasn't bankrupt, but it was very close to bankrupt. But I saw that it had great bones as well. It had a great foundation. You know, at 30, you think you can change the world? I think I've done well in changing the league. And it was just being again at the right place at the right time for the right situation. And we made a bad decision or a mistake. We were young enough to outhustle the mistake or the bad decision. Right. [00:04:57][71.7] Ed Heil: [00:04:57] That's interesting. So what has made you successful for so many years? I mean, if you just take the years alone, that's an incredible achievement in in the private club space to be at one place for 25 years. What do you think has made you successful in that role? [00:05:13][15.8] Jeff McFadden: [00:05:13] Well, I think the way we acquired and operate the club as sort of, you know, being an innovative type organization. Now, when I did my independent study at Cornell, I studied close to 5000 city clubs throughout the world. It was from the 15 person City Club to the to the club that had 5000. And you needed three things. You needed to have parking, you needed to know, because I gave members assurance coming in from the suburbs that they had a place to park. As you get older, you have more net worth to spend. You get a little worried about where you're going to park. The data showed that that was a huge part of being a successful city club. Yeah. So we bought a parking garage right when I got there, and then we just doubled our revenues in in less than one year. While the number two thing at the greatest city clubs in the world shared was they never sold their land and built the site skyscraper and put their club at the top of the building because eventually the I guess after the data shows after three days that you went away and then the elevator became a barrier to entry, there were a few clubs in New York, Manhattan and Tokyo that buck that trend. Windows on the World, that was a public restaurant. There was a small private club component of Windows on the World. But truly, if you were successful, members had to walk into your club, right? So the league had that as well. And then you need overnight rooms. You have all the expenses running a club, marketing, administration, engineering, you name it. If you add some overnight rooms to the equation, the profitability or the surplus that they could throw off departmentally, you know, $0.60, $0.70 on the dollar really were work well. So I was able to. Run those three things when I first got there and then reinvest into the club with incredible dining business centers, cigar bar, you know, fitness centers, that sort of thing. And so for if I look at my 25 years, the first ten or 15 was taking that incredible foundation that the league was all about. Investing in that. Growing, growing the institution. And then after ten or 15 years, we use the profitability or the surplus that was gained to really have a longer strategic plan that we entitled "Building Your Granddaughter's Club". Yeah. And and that was you know, that was sort of a light bulb moment, like, okay, are we just going to be the greatest 1965 club in 2005? Right. Or, you know, in in 2025, were we going to be what your granddaughter and great granddaughter are going to want in a private club? You know how to how do they socialize? How do they use it? You know, we started asking ourselves all those questions. [00:08:13][179.3] Ed Heil: [00:08:13] I love that. I want to come back to that next, but if we just step back to you being 30 years old, when you took that job and, you know, you come in and, you know, buying the parking structure and then you started, it sounds like, you know, in the first ten years, there's a lot of innovation and things moving forward. And I know that some of the games that will pay attention to our conversation, they're younger. There's definitely a trend towards a lot of younger jobs or it seems that there is. How did you get their trust, at that you know, I mean, and what was the mindset of the board? Were they just like, hey, we've done our homework, We know Jeff's the right guy, let him go do it. But, you know, there are a lot of clubs out there who are like, Yeah, we'll get him in there, but we'll just tell him what to do. I mean, how do you know what I mean? How do you get in there and earn their trust and really go like that? [00:09:06][52.7] Jeff McFadden: [00:09:07] So and is fortunate enough to be in the right place at the right time, as I said, because of their how they were struggling financially. But with that said, you can't go in and change the world overnight. You need to start small, you need to show a small victory and then capitalize on each of those victories. You know, as they say, having, you know, having, you know, one bite at a time, you know, you just that's way you have to do it. I think we we had, you know, coming in in 1998 on the heels with Ed Rendell being the mayor of the Republican National Convention, was held in Philadelphia in 2000. We had a tradition as a Republican club. So that was really, you know, helped us springboard into reinvesting in our facilities. But I convinced them to do little things, that the garage was a big thing. But we had already started putting new carpeting, new wallpaper, you know, one dining room at a time, hiring younger, more robust, enthusiastic, vibrant servers and studying what people wanted on food menus and that and so forth. And we just basically started with one dining room and then did another dining room and then did a bar and then bought the parking garage. And the parking garage was, was a struggle. We it was a first assessment we had at the league in 50 years. We did not have a lot of support for it. Yeah. So we, we did wind up getting about 67%, 68% in favor of it. Yeah. And, and I figure just a quick story. I was very transparent because I was I was very young at that time. So I shared everything. I still and I still am as transparent as they come. I just don't lead with my chin. Right. What's actually going on in things? [00:11:01][113.7] Ed Heil: [00:11:01] I gotta remember that. [00:11:01][0.6] Jeff McFadden: [00:11:02] Yeah. You know, it makes talking so much or sharing so much as being transparent. I know that's not necessarily people want to be let right. Need to be led and you want to be transparent in everything you do. You just don't need to tell everybody everything every minute of the day. Right? [00:11:19][17.4] Ed Heil: [00:11:20] Right. Yeah. No doubt. [00:11:21][1.1] Jeff McFadden: [00:11:21] With social media and, you know, it just seems that's what the next generation is doing. Right. So we were we were we were trying to figure out we needed to do an assessment. It was very was it very much about $2,000 a member. And we you know, they were hemming and hawing about paying that. And and one member said, could I get my money back at a town hall meeting? And I said, Mr. Grossman, you are absolutely brilliant. That's a great idea. We're going to make your assessment refundable. All you have to do is propose a new member. And it was like a light bulb went off and we ran with that. You had actually proposed two members you got $1,000 back for your first member, 1000 for your second. I love it. This is back in 1999. And basically all the naysayers and we still had it still 30 to 33% of the people voted against it. I would say to them, I said, you don't have any friends or colleagues or business people that you could propose to become a member of the league to help us out, to make sure, you know. And that was on top of all the importance of parking, obviously. Right. And then we were about a $7 million operation. We bought the parking garage. And I think the next year after it opened, we were 21, $22 million operations. Wow. Doubled, tripled what we were doing. And all it is is take the you know, the folks from the mainline or from South Jersey who are uncomfortable coming into an urban environment. Yeah, we just assured that they had parking. Right. We just said we have valet parking. It's right next to the club. [00:12:59][97.8] Ed Heil: [00:12:59] Yeah. Safety and convenience. [00:13:00][1.1] Jeff McFadden: [00:13:01] Yeah. [00:13:01][0.0] Ed Heil: [00:13:02] Exact easiest things. [00:13:02][0.8] Jeff McFadden: [00:13:03] Wow. So and so. I rode that pony for a long time,Ed, the parking garage. You know, work magic for me for the next ten years. [00:13:11][8.5] Ed Heil: [00:13:11] Yeah, no doubt. I love that. Let's talk about building your granddaughter's club. When did you come up? When did you, like, come up with that phrase that I love that I read that one of the articles. [00:13:20][8.6] Jeff McFadden: [00:13:21] Yeah. It just, you know, obviously being a men's club for so long, over 125 years of the men's club, we allowed women in 1986. The idea is there's there's so much connotation in that phrase granddaughter building your granddaughters time, meaning that we're becoming progressive more, you know, more forward thinking, more inclusive. And I also got everyone thinking not about themselves, but about the next generation and the generation after them. So I think that's almost more important than than the gender identification of saying building your granddaughters club the to show and to get the culture of our members to think that yes, we've been here 162 years, we're going to be here another hundred and 62 years. Let me not get tied up in minutia of today, but think about tomorrow and you see this and golf clubs and country clubs where they fight over a new irrigation system, you know, an 80 year old to say, hey, I don't want to pay for the new irrigation system. I'm not going to be here. Right, right, right. And you say to that person, well, you're not paying for the new irrigation system, you're paying for the irrigation system you consumed over the last 30 years. Right. And and and that's the sort of the mindset that we started to and now people are like they're proud when we build we have built into their views a capital do structure but they're proud with the the advancements that we have made, the investments that we've made and they don't they don't think of it as for them. They think, Wow, my granddaughter and my grandson are going to love this place. And it's just a little nuance, a little change. [00:15:05][104.6] Ed Heil: [00:15:06] But I've not heard people position it like that. What has been your overall philosophy, you know, and how do you share that as far as like keeping people thinking forward? Like, is there an overarching sort of, I don't know, almost like value or belief that you have that you sort of, you know, live by that way? [00:15:24][18.3] Jeff McFadden: [00:15:25] That's a it's a great question. Yeah. I think it's it's always thinking about the future. And I and I and I tell members and a lot of clubs do not do this. We have $54 million in debt, which people are like, Oh, oh, that's a lot of money. And then I don't know. And we also have $20 million in the bank, right? And if we had saved a dollar per member per month since our inception in 1862, yeah, we'd have $1,000,000,000 in the bank. And when you tell stories like that to members and you know it resonates and it gets to them that, you know, you're you're not just here to enjoy the club, but you are a steward of the club. You are a steward of the institution. You know, you need to think of it in that capacity. And for 100 years, clubs never did. Right? Right. They matter of fact, to this day, your investment income of a 501c7 is taxable. So I'm trying to tell people that they need to start a foundation to do a charitable set aside for their foundation. Do you know, do well by doing good in your community and people? Some of the greatest clubs. And I'll say, Jeff, we don't have any investments, we don't have any investment yet. I said, What do you mean? You're Aronomik, you're Marion Golf, you're Pine Valley, you don't have investment income. Like now we don't have any debt, We don't have any savings. We live hand to mouth, right? And then we assess for when we want to build something. I said, I just don't think that's the right way to run the railroad. I think, you know, you you boil the frog slowly, you add capital dues monthly into your regular dues, and you always plan for the future. You don't you don't pay off your mortgage without saying without saving for your kids college education. Right. It's right. It's not rocket science. [00:17:26][121.7] Ed Heil: [00:17:27] Yeah, well, but why don't more ask why is it so commonsense? You But I mean, so many clubs operate exactly how you just explain it. [00:17:35][7.3] Jeff McFadden: [00:17:35] Because they let emotion get in the way. You know, they bail They they you know, we're all self-serving, though, don't get me wrong. I'm self-serving as well. But, you know, if you don't have the mentality that you're part of a greater good. You know, you can easily get into. You know? You know, what are we spending today and how can I have the best results and the best experience at the least cost and. And group think happens, very quickly, you know, great leaders, you know, can change culture quickly and then you can get into the abyss quickly as well. In that group thinking and psychology of pricing, whether it's dues or golf fees, food and beverage, menu prices, whatever is important to understand because people want value, right? They still want value, and yet they're going to do that. And we're trying you know, we're trying to ride the wave, tap into a new way of thinking, a new way to run finances and hopefully don't take off. [00:18:37][61.9] Ed Heil: [00:18:38] And I mean, what you're saying just makes so much sense. But let me throw a wrinkle in on this where it's like a lot of times people will join committees of clubs, they'll join boards and clubs because they have something they have an agenda that they are pushing, right. And they want to get one. I get that. I'll make sure this gets done. How do you how have you been able to manage that? Because that's like that's such a reality that people struggle with. [00:19:03][24.8] Jeff McFadden: [00:19:03] Well, that takes investment, believe it or not. And here's the investment. The answer is yes. Now ask me the question, says a club professional. You have to have the ability to take no off the table. Not that you can say yes to everything, but a lot of people get into committees and committee services because they haven't been satisfied by the team or by the professional folks they weren't listened to. More often than not, it's not one or the other, right? It's not, you know, should we have sesame seeds on our bun or should we not have sesame seeds on it? But by the way, I've had that conversation at the board level, which is idiotic. You know, you have to believe the right thing. So love it, right? We always tell folks, don't waste your time getting on a committee, because the answer is yes. What do you need? What do you want? We're here for you. And I train everyone never to say no. Even if you know it's impossible. You always say, Let me figure it out. Let me see if I can get back to you and come up with a couple of solutions that may not get you all the way to yes, but takes no off the table. Sure. The other thing we do with committees, which I think is brilliant and I thought it because I stole it from the Missouri Athletic Club and it's worked really well, is that we don't allow anyone to serve on a committee unless they have proposed successfully proposed amendment. Interesting. So one of the things you have, I mean, if you get in a very domineering type member who wants to get on committees and has very strong opinions about something. Nine times out of ten, they have not proposed a member because they usually have a bombastic attitude or they're so aggressive. Nobody wants you know, they're just they're a bull in a china shop. And so we put that qualification in that you have to successfully propose the member to serve on a committee. You need to answer a whole bunch of questions, fill out an application and send us your CV, which is another high hurdle to get over. And then we limit our committees just to 3 to 5 people with two professionals. So the total committee will be 5 to 7 and the two professionals have a vote and we only put on committees those who have an expertise and whatever the committee is doing, you know, which drives me nuts when you have the dentist, you know, as chair of the Green committee, you know, and the gardening and all of a sudden he's an expert on agronomy. [00:21:35][151.7] Ed Heil: [00:21:36] Right, Right. [00:21:36][0.4] Jeff McFadden: [00:21:36] Yeah, right. So we'll have that. Instead. We'll have the person that owns the garden center. Right? That's the excuse me. That's the national alert. We were talking about getting a. You know, we want to make sure. So on our food and beverage committees, we have restaurateurs, we have hotel people, we have staffing h.r. Directors who staff for hotels. So we we're pretty smart. We try to put the right people in the right, in the right position. We try to push decision making down to the subcommittee level as best we can. And then quite frankly, the answer is yes. And it defuzes a lot of that tension that you have between members. And then if you couple that with a capital dues at party or regular dues, you don't have to ask for assessments where you could get the tennis racket players fighting against the golfers and the golfers fighting against the wine, people on the wine, people fighting gets the fitness people and the older folks fighting against the younger folks who have kids. And you're putting money into child care and baby pools and that sort of thing. Yeah. So by building the capital into it, into the, you know, you hopefully can trigger projects that are the right decision at the right time. I have a woman right now who is a member, I love her to death, you know, a part of our ten year master plan. We have we are not going to build a outdoor family pool at one of our locations until 2029. And she looked at me and she goes, Jeff, I have an eight year old, ten year old and 12 year old building in 2018. 2019 is not going to serve me a purpose, right? Yeah, exactly. So, yeah, you know, so I have to understand that I have rationalized that over. [00:23:26][110.4] Ed Heil: [00:23:27] The course of the last. Gosh, what since you've been there in the last 25 years, you've the club has purchased restaurants and golf clubs, and for a city club you don't hear city clubs doing that often. What, what was behind this and what is behind it? And is this just part of the mission and what you see going forward, you know, for years to come? [00:23:49][22.2] Jeff McFadden: [00:23:50] So we were studying city clubs for a while and you know, back in 1967, we served 2500 lunches a day. Right? It was it was, if you remember, the old movie Trading Places with Eddie Murphy. That was the Union League, right? It was Mortimer and Randolph. Duke and Duke. Yeah. And so lunch was losing. You know, the urban downtown environments were changing, becoming much more residential. The younger kids were moving in and we started to think long term, how is your granddaughter going to use the club versus your grandfather? And we and we just we really started to just think and do some studying about trends and and thought patterns. And it really dawned on us that these younger generation wanted more experiences. Right? They didn't they didn't do the same thing over and over and over. Their grandfather would dine at the same table, you know, every Saturday night, 50 weekends a year, right at Philly Country Club and sort of have the same menu item. Their grandfather had five friends. Their granddaughter now has 500 friends. Right. So the way he or she socializes in a club is totally different than the grandfather, though you typically would find the grandfather on the board making decisions. Right? [00:25:10][80.2] Ed Heil: [00:25:10] Right. Totally. [00:25:11][0.4] Jeff McFadden: [00:25:12] We had to kind of think through that. And they and then we thought, you know, the granddaughter only eats out at her favorite restaurant three or four times a year where the grandfather again, a 50 times that is her, right? Yeah. At their favorite restaurant, you know, And then they saying that the granddaughter wants a condo in Manhattan and a condo in Manhattan Beach and it has more of a lock and load mentality, experience driven versus a $10 million house. You know, we're in Grosse Pointe with ten bedrooms on ten acres, and the next generation just doesn't want that. [00:25:51][39.2] Ed Heil: [00:25:52] For sure. [00:25:52][0.2] Jeff McFadden: [00:25:52] So we started to to to to think about what could the league become and we started to think a lifestyle club. So can we get them in? It's not just a city social lunch club, but it could be more of a lifestyle club offering more experiences, more amenities. At the same time, we realized that because we had increased our revenues by so much with the parking garage and some of the smaller investments we've made, we realized scale was important. So not only was the next generation changing how they wanted to use the the club and socialize within a club environment, we realized scale is important because clubs have just gotten downright expensive to operate 100, 125 years ago, in the golden age of private clubs, immigration was inexpensive, labor was cheap. There was no environmental laws. There was no. Health care. So you. You know. Tom, Dick, Harry, Sally could start a club back in the early 19th century or 20th century and be very well and be very successful at it. If you look at Detroit or Boston, Westchester, New York, Philadelphia, there are a lot of clubs that were started from 1890 to 1920, the Golden Age. And so that that hit us like like, like a sledgehammer. We needed to increase our top line because our expenses were more were very high. But we also started small. I don't want to anybody think we had this grand strategy or, you know, we have three country clubs now. We'll soon have 81 holes of golf, two independent restaurants that are members only that are really cool, tony type restaurants that you you can't eat in unless you're a member. But it didn't start that. It was very slow. As you said, I've been there 25 years. And people say, Jeff, what you've done to the league overnight is incredible. Like time. It's been like the Bataan Death March in some respects, though, obviously we respect veterans and everyone who gave their life for this country. You know, a quick story about our first acquisition was this little 100 seat restaurant in Stone Harbor, New Jersey, a block from the beach called the Bungalow. And it was just truly accidental brilliance and luck. And we started very small in branching out from from Center City, Philadelphia. I was down staying down the shore with a board member of the league. My wife and I were staying there and we were playing golf. It was July when Philadelphia was just completely empty because everybody goes down to the shore. And I figured that out. You know, I didn't realize it at the time. I figured out shortly after this new swanky hotel called the Reeds, it was just built in on the harbor of Stone of Stone Harbor. So the board members, let's go over, have a drink. After topside went over their back deck overlooking the water with all the boats. And I run into like 20 members. I'm like, Oh, Mr. Turner. Mr. Smith. Oh, man. It was like, Oh, and it was great. Brand new. They put like, you know, 80 million into this place and it was fantastic. They said to Jules, my wife, I said the next night before we go to dinner, let me, let's, let's go show you the reeds and we go back to The Reeds, back to the back bar on the deck overlooking the harbor. And I run into like 20 more members that were magnificent. The numbers are around on Friday, and I'm like, Wow, A light bulb went off. Yeah, where everybody's at. And so we quickly did some data analytics realize that over 65% of our members spent two or more weeks at the Jersey Shore. We then did some zipcode analysis. We found that most of the wealth was moving from Atlantic County, which is home of Atlantic City, little north of Cape May, down to Cape May County, the Avalon Stone Harbor, Cape May area, Ocean City area. Yeah. And we bought a $600,000 restaurant that was in a fire sale because there was a tax lien on it, put about another 600,000 in. So it was a million to investment. And it just took off. We had we had it. And it not only took off as a great place to eat because you can't get into a restaurant down there. Plus, you as a restaurateur, you wouldn't start a restaurant there because the season is so short. So it was a real conundrum. You couldn't get. There were enough restaurants seats from July 4th through Labor Day. But you couldn't make enough money as a restaurant tour to open a restaurant because there was only a ten week season. Right? We had 500 net new members join the league because of the bungalow. [00:30:56][303.8] Ed Heil: [00:30:57] Wow. [00:30:57][0.0] Jeff McFadden: [00:30:58] So what I said and then with an equity focus group, the whole bunch of them, we found out that they they loved the Union League in Center City, Philadelphia, but they just didn't get there enough to use it. But now you couple the bungalow down the shore in a marketplace, you can't go out to eat because you can't get a reservation and all of that, except I'm willing to join the league, pay dues because you have Center city. And the Bungalow brought us to buying Torresdale buying Sand Barrens which became Union league National. Buying the Ace Golf Club and Chubb Conference Center and buying the guardhouse in Gladwin. So we just kind of over the next ten years, kept adding properties that grew our membership, our net membership. And if you think about layering that onto the thought process that your your grandchildren are going to have 500 friends. And you need scale because clubs are expensive. It just started to click win, win, win win, Right. You know, and and and these cranky old small clubs that the kids don't want to belong to. They all want to belong to the league now. And we just changed our strategic plan to be called from 28 to 88. And that the concept is not only are we a great club, but we want to be a great club that you're a member of for six years. Yeah. So we get you we get you in Center City when you move in after university in college, we keep you when you move out and have kids. And when your parents die, you inherit the house down the shore. We have we have two properties down there to keep you until you're 88. Wow. That's the concept. [00:32:45][106.8] Ed Heil: [00:32:46] That it's remarkable. I mean, and so far, no regrets. [00:32:50][3.2] Jeff McFadden: [00:32:50] No, no regrets. It's just it's a it's not fun for me or not as rewarding for me as much as when you operate one location. You know, I got into hospitality, pealing potatoes at the age of ten and sort of never look back on it when I talk at universities across the country. So how did you decide to get into hospitality? Well, I never did. I just started working and just never stopped working. Right. I just I didn't I didn't conscientious like, think I was going to stay in hospitality. The one regret, though, is that, you know, we have 1200 employees now. We're over 100 million in annual revenue. I miss the satisfaction of day to day operations and people. Jeff, you have the greatest life. You know, you're not responsible. But yeah, but you don't realize, you know, it's the intrinsic value you get from. [00:33:44][53.8] Ed Heil: [00:33:46] That intimacy. [00:33:46][0.2] Jeff McFadden: [00:33:46] Location. Right? And one one. So I miss that. [00:33:50][3.1] Ed Heil: [00:33:50] Yeah, for sure. Interesting. What a machine, though. It's amazing. I got to call you on this show because you've used the term accidental brilliance and luck in a somewhat different spot here. At some point, it's no longer an accident, and it's probably not luck either. But what I'm wondering is, you know, 28 to 88, you know, that is something that I think that a lot of clubs would aspire to be, you know, to say or to to be able to pull off. And yet it's also very difficult for whatever reason, you know, for the reasons you've talked about as far as like appeasing the, you know, just two different generations or maybe three different generations in many cases, for people who are listening to this podcast who are like, you know, you don't have as well. Yeah, well, McFadden has this or he's done that or, you know, somebody who knows you have to. It starts with a vision. It starts with a belief. It starts with great membership, obviously, and, and visionary people. But for people that are listening, that are struggling with how to how to make changes to their club, to appeal to a younger membership, but also engage their aging membership. What what do you say to them? [00:35:05][75.0] Jeff McFadden: [00:35:06] Well, you got to figure out how to bring those two groups together, right? If you want people to live longer, you've got to surround them with younger people. Right. And that's the easy part. The hard part is getting the young folks to value older folks. So we look at multiple activities that an eight year old and now being very, what your eight year old can do that, an 80 year old. So that's them. But things like bowling. Right. I mean, as silly as that is, it's a thing that a young person can do. An old person do pickleball. Young person can do and an old person can do. Yeah. You know. Lectures and education. Social programs are real important to bring in those young, young people. Go. I try not to think of serving a younger market. I'm serving an older market. I'm serving a club market and try to bring the two generations of three generations together and then keep things lighthearted and fun. The crankiest old guy, you know, will respond with the young folks surrounded around them in an enjoyable environment. You know, cranky, cranky old club members make more cranky old club members. So you have to just stop that cycle, right? You got to you got to put everybody together and try to get them to enjoy each other's company in light hearted activities that everybody can do. You also have to be, as I say, you can't be all things to all people, but you have to offer enough niches at your club to satisfy multiple generations, right? You need to have. You need to be adding pickle at the same time. You're putting Padel in, you know. You need to have a resort style pool. You know, at the same time, you need an Olympic or half Olympic lane pool. So people in their seventies can stay limber and flexible. So it's not one or the other. The answer more, more often than not, is both. [00:37:12][126.4] Ed Heil: [00:37:13] You kind of create like a win win in that environment. I mean, is that. Yeah. Yeah. Yeah. It just that is one of those those challenges I think so many people are perplexed with is the do I have to make a decision of one over the other instead of saying, is there a way that you can actually kind of make both parties happy? But like you said, you're never going to please everyone all the time. We all know that, too. [00:37:41][28.0] Jeff McFadden: [00:37:42] Right. Yeah. And that's the hard part. But with the manager, you know, one of the one of the things that I always tell tell members or other managers is, is I never write a member newsletter. You never see my face in our newsletter. I am not, you know, I hope I'm the like the little I am little short and fat, my wizard behind the curtain. I want I want other I want other folks and basically the president of the club to take all the glory, to be the mouthpiece and so forth. So I think being are 25 years and part of my success of being here 25 years is that I'm not front and center. I am I'm sort of front and center on the professional side, but certainly not on the membership side. You'll never I have never written a column and newsletter. I never write an email from from the CEO or from the general manager. It's always from the president or or from a department head or from a vice president or standing committee chair. You'll never see anything from myself to the membership. [00:38:46][63.5] Ed Heil: [00:38:46] Awesome. Well, last question for you. With so many clubs doing so well, is this I'm going to ask you a question. I probably feel like I know what you can say, but is this the time to really say, let's invest? Is this the time to take some chances? Is this a time with clubs healthier maybe than they were for sure before the pandemic, to maybe look at some things and making changes and having a little more courage? Or is it, what's your general mindset, especially for those clubs that maybe aren't as healthy and those that are, you know, really trying to figure out how best to take advantage of this time? That is better than it was before the pandemic? [00:39:27][40.7] Jeff McFadden: [00:39:28] I think the time is right to create the right strategy of constant improvement. I don't think it's the right time to do major, major improvements unless you desperately need it. You know, sometimes you just need to knock a clubhouse down to rebuild it because you're going to spend, you know, good money after bad money, so to speak. But I do think the strategy at all private clubs needs to be we are going to have constant improvement over the next ten, 15, 20 years. We're going to continue to change and adapt and better our product. If you spent if your budget over ten years was $100 million, but that's obviously ridiculous to say your budget was 10 million over ten years. If you spent all that 10 million in year one by year three, your members would say, What are you doing for me now? Right. So I think good leadership will put a strategy in that recognize this is the best of times or one of the best. And it's important for us to realize that we need to have constant improvement. And that's the right strategy. So don't give them it's like your kids. Don't give them everything right out of the bat, you know? Give it to him a little at a time. Keep them excited. You know, don't. If you're going to build some paddle courts, you know, don't build paddle, pickle, padel, hydro, clay courts all in the same year. Now you say, Well, Jeff, it might be easier. Well, do the master plan and then, you know. Dole it out a little bit at a time. Keep people excited about, you know, make sure you have something going on for multiple generations, you know, for the old folks, the middle folks, the young folks. I don't think clubs because we always relied on assessments every 10 to 12 years to do major projects. I think if we get in that we should be constantly improving each and every year and share that with them. And I think you'll keep members and members will enjoy your club so much more. [00:41:33][124.9] Ed Heil: [00:41:34] Jeff, thanks so much. It's so much fun talking to you today and hearing your perspective on what you've done in the industry in general. [00:41:40][6.5] Jeff McFadden: [00:41:41] I appreciate that. You're doing a great job. Thanks for having me on. [00:41:43][2.6]

2 young American prisoners of war – Norm Thenell and Dick Watt – lived through the Bataan Death March, only to enter a literal hell on earth – Camp O'Donnell. Daily life at O'Donnell was marked by disease, malnutrition, and uncertainty and became yet another of Japan's WW2 atrocities. Watt and Thenell were lucky, though – they formed an unbreakable group, which was, perhaps, the only reason they endured the horrors of this Japanese internment camp in the Philippines. But could they survive the rest of the war?   You'll find images and maps about Dick Watt and Norm Thenell's story at: - Instagram: @leftbehindpodcast   -- www.instagram.com/leftbehindpodcast  - Left Behind Facebook: www.facebook.com/people/Left-Behind-Podcast/100092698653154/  - Left Behind Website (includes sources): https://leftbehindpodcast.com/watt

On April 12, 1942, Japanese forces dishonored themselves – by massacring more than 350 unarmed, bound Filipino officers and non-coms, who had surrendered the day before. It became known as the Pantingan River Massacre. Relying on survivor testimony and later interviews with Japanese soldiers who participated in the “dishonorable deed,” this episode uncovers the details of this largely unknown war crime, which occurred during the Bataan Death March.   You'll find images and maps (not graphic or including massacre images) about the Pantingan River Massacre at: - Instagram: @leftbehindpodcast   -- www.instagram.com/leftbehindpodcast  - Left Behind Facebook: www.facebook.com/people/Left-Behind-Podcast/100092698653154/  - Left Behind Website (includes sources): https://leftbehindpodcast.com/massacre

In late 1945, a just-liberated POW named Jack Aldrich discovered something: his brother Bobby – who Jack thought was dead – had also survived imprisonment. 5 years earlier, Jack and Bobby joined the US army – together; Bobby lying about his age to get in. They trained together at Ft. Bliss, Texas, and fought together on Bataan. They then – together – marched the Bataan Death March and experienced the atrocities of Japan's POW camps in The Philippines. Only then, they were separated – and their true struggles for survival began. This is their survivors' story.   You'll find images and maps about the Aldrich brother's story at: - Instagram: @leftbehindpodcast   -- www.instagram.com/leftbehindpodcast  - Left Behind Facebook: www.facebook.com/people/Left-Behind-Podcast/100092698653154/  - Left Behind Website (includes sources): https://leftbehindpodcast.com/Aldrich

On April 9, 1942, three American prisoners of war, their hands bound behind their backs, were photographed by a Japanese soldier. That photo has become the most iconic of Bataan Death March photographs. In this episode, discover the lives and fates – and the story behind the photograph – of these three American men.   View the photograph: - Instagram: @leftbehindpodcast   -- www.instagram.com/leftbehindpodcast  - Left Behind Facebook: www.facebook.com/people/Left-Behind-Podcast/100092698653154/  - Left Behind Website (includes sources): https://leftbehindpodcast.com/photo

We are finding it increasingly vital to share the stories of our WWII Veterans, as we are losing them so quickly. After all, legacy is the essence of this project. The popularity of our Memorial Day social media post on Medal of Honor Recipient Woody Williams made us realize this even more. "The Greatest Generation" is the term they are known by, and this particular podcast on Alfred Haws' harrowing experience during the Bataan Death March serves as a great reminder of why. You can read the story at the link below or follow along on Instagram and Facebook as we share his story daily. This podcast was narrated by our founder, Tim K.

“We are all ghosts now. But once we were men.” — Anonymous POW from Cabanatuan camp“Never in history had the United States Army been called on to rescue such a large number of POWs from so deep in enemy territory.” — William Breuer“We were in the best shape of our lives, and with this mission we understood why he had driven us so hard.” — Alvie Robbins speaking about Henry Mucci's physical training “As far as we were concerned, they were gods.” — Bob Body about the Rangers who rescued him and his fellow POWs. “Nothing in this entire campaign has given me so much personal satisfaction.” — General MacArthur“I'll be grateful for the rest of my life that I had a chance to do something in this war that was not destructive. Nothing for me can ever compare with the satisfaction I got from helping to free our prisoners.” — Robert PrinceThis is the tale of one of the most daring missions in the history of WWII. After being defeated by the Japanese in 1942, by 1945 American forces were back in the Philippines ready to retake the islands. But their very success may have spelled doom for some survivors of the Bataan Death March, who had spent nearly three years as prisoners of the Japanese. Plenty of evidence, in fact, suggested that Japanese guards were ready to kill them all rather than letting them be freed. The only way to stop this imminent massacre was for a newly formed unit of Rangers, along with Filipino guerrilla fighters, to travel 30 miles behind enemy lines, face off with numerically superior forces, and rescue the POWs. By every logical metric, this had suicide mission written all over it. And ye, the Rangers and guerrilla, all volunteered. Rarely are war stories feel-good stories. But this may be the exception to the rule. If you feel generous and enjoy History on Fire, please consider joining my Patreon at https://www.patreon.com/historyonfire to access plenty of bonus content. Bison is some of the healthiest meat you could possibly eat. Get yours at https://dakotapurebison.com/ History on Fire listeners get a discount by using the code HOF10 at checkout. This episode is sponsored by HelloFresh, America's # 1 meal kit. Go to https://www.hellofresh.com/hof16 and get 16 free meals plus free shipping! Also, thank you to Hillsdale College for sponsoring this episode. Checkout Hillsdale.edu/historyonfire to have access to free online courses.

Paying our respects to a recently identified, brave WWII soldier. The Bataan Death March. Anti-communism trumps all because it's the only thing that matters. Helping the NYT tear itself apart. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 7, Ben is transported on a hell ship to Japan to work in a coal mine as a slave laborer. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 8, Ben goes home and, after a difficult period of adjustment, establishes himself as a celebrated artist. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 5, Ben and those on the death march reach Camp O'Donnell, which would come to be known as the Andersonville of the Pacific. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 6, Ben volunteers for a work detail to escape Camp O'Donnell. This work detail is considered to be one of the worst in history. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 4, we hear from Ben Steele and other survivors of the Bataan death march. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" by Elizabeth and Michael Norman and is hosted by Alec Baldwin.  In episode 3, we learn the fate of Ben Steele and the Filipino and American defenders when they are attacked by imperial Japan. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March", hosted by Alec Baldwin.  American forces were unprepared for what lay ahead in their looming battle with the Japanese Imperial Army. What were the historical influences that made the Japanese soldier such a terrorizing force? Did Americans even know what had happened to the Chinese in Nanjing? Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore.  See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March", hosted by Alec Baldwin. Many people today are unfamiliar with the story of what happened to American servicemen on the Bataan Peninsula in April of 1942. Our podcast is entitled Ben Steele American. Ben Steele survived the misery of his captivity and went on, almost unbelievably, to live to be 98 years old in his native Montana, pursuing his passion as an artist. Listen to Ben Steele, American on iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ Produced by Jan Thompson, Zach McNees, and Alec Baldwin. Jan Thompson is our writer and editor.  Zach McNees is our mixer, and post production supervisor. Ben Steele American is inspired by the book Tears in the Darkness by Elizabeth and Michael Norman. The cover art for each episode features original art by Ben Steele himself with graphic design by Ben Dunmore. See omnystudio.com/listener for privacy information.

Ben Steele, American is a documentary podcast limited series inspired by the book "Tears in the Darkness - The story of the Bataan Death March" and is narrated by Alec Baldwin.  A boy from rural Montana, sent to the Philippines, Ben Steele became a prisoner-of-war within the first five months of the outbreak of World War II. He survived the infamous Bataan Death March and other horrific events. He was given last rites three times in the prison camp and miraculously survived. While recovering in the prison hospital he began to draw with the charcoal from the fire pit. Drawing helped keep Ben sane for the duration of his imprisonment. After a 62 -day trip on a hell ship Ben ended up in Japan as a slave laborer in a coal mine. After the war he studied art with several famous artists such as John Teyral, Jack Levine, Hans Mueller and George Grosz. Ben taught art at a college in Billings Montana and had a particular empathy for, and influence on, students who had suffered traumas in their own lives. Ben thought of himself as just a regular guy. But he was a talented artist, wonderful teacher and mentor and a wonderful human being admired by everyone who met him. This is the story of Ben Steele; the best of human beings in the worst of times. Ben Steele, American has first person interviews with over thirty former prisoners-of-war including numerous Bataan Death March survivors. The podcast has interviews with notable history scholars from around the world. Interviews with Ben Steele were acquired over a span thirty years. Listen to Ben Steele, American on the iHeartRadio app or wherever you get your podcasts. https://www.iheart.com/podcast/1119-ben-steele-american-98570427/ See omnystudio.com/listener for privacy information.