Podcasts about Corps

durée : 00:02:45 - Les P'tits Bateaux - par : Camille Crosnier - Nino a neuf ans, il se demande combien d'atomes constitueront son corps humain à son prochain anniversaire. Nathalie Besson est chercheuse à l'Institut de recherche sur les lois fondamentales de l'univers. Elle lui répond, après quelques opérations mathématiques... et il y en a beaucoup, beaucoup. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Ceci est un moment très réécouté d'un épisode passé, en l'occurrence le 135. Eve Berger, docteure en sciences de l'éducation, ex-thérapeute et aujourd'hui coach de dirigeants, explore avec sensibilité et profondeur ce que signifie "honorer le vivant". Auteure d'un livre sur l'intelligence du corps, elle nous partage son parcours riche, passant du soin à l'accompagnement, avec un fil rouge : remettre le corps au cœur de nos vies.Dans cet épisode, nous parlons du lien brisé entre notre esprit et notre corps, d'un rapport au vivant que notre société occidentale a peu à peu oblitéré. J'ai questionné Eve sur les signes avant-coureurs du burn-out, ces alertes silencieuses que notre corps envoie parfois pendant des années — mais que nous n'entendons plus.Nous avons parlé de lenteur, de perception intérieure, de la manière dont certaines cultures — souvent plus proches de la nature — entretiennent une connexion fine avec leur intériorité corporelle. Eve évoque aussi son chemin personnel, de la psychomotricité à la fasciathérapie, et comment ces approches l'ont conduite à développer une manière d'accompagner fondée sur quatre piliers : le toucher, le mouvement, la méditation et le verbe.Ce que j'ai trouvé fascinant, c'est sa manière de tisser les dimensions du corps, de l'esprit, du collectif et du vivant, sans jamais opposer ces mondes, mais en cherchant à les relier. Car comme elle le dit si bien, faire vivre le vivant en nous, entre nous et autour de nous, c'est peut-être là le vrai projet.Citations marquantes« Le corps n'est pas un objet à optimiser, c'est un vivant à écouter. »« L'intériorité corporelle est notre premier organe de perception de la nature. »« Ce que je cherche, c'est faire vivre le vivant, en moi et autour de moi. »« Toucher, c'est écouter le vivant chez l'autre. »« La vraie question n'est pas comment reconnecter au corps, mais comment ne plus en être coupé. »10 questions structurées poséesComment fait-on pour réécouter son corps ?Que signifie pour toi la lenteur du corps ?Pourquoi ne perçoit-on pas les signes avant-coureurs du burn-out ?En quoi notre société occidentale nous coupe-t-elle du corps ?Comment éduquer à l'intériorité corporelle ?Quel rôle joue le toucher dans cette reconnexion ?Quelle place le mouvement occupe-t-il dans ton approche ?Comment éviter que l'intériorité devienne elle-même un objet de performance ?Peux-tu nous parler de ton parcours de thérapeute à coach ?Quels sont les piliers de ton approche pour faire vivre le vivant ?Timestamps clés (format YouTube)00:00 – Introduction : Comment écouter son corps ?00:48 – Le lien entre intériorité corporelle et nature01:57 – Une société qui oublie le corps03:35 – Le toucher comme langage fondamental05:51 – Le parcours d'Eve : soin, recherche, coaching07:55 – Les fascias et le mouvement interne08:47 – Relier corps et esprit : un défi moderne09:43 – Se toucher soi-même : vers une auto-reconnaissance10:34 – Libérer le corps de la performance12:46 – Honorer le vivant dans toutes nos actionsHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Will Stefon Diggs produce like we thought? Is Drake Maye the guy for the Patriots going forward? Someone is painting squirrels in Connecticut. Florida man gets into 45 minute standoff with wild boar after it breaks into his house.

durée : 00:03:13 - Les P'tits Bateaux - par : Camille Crosnier - C'est la question que pose Izard qui, dit-il, a presque huit ans. C'est le médecin-légiste Philippe Charlier qui lui donne la réponse sur cet organe vital, véritable pompe du sang située dans la poitrine et qui alimente le corps en oxygène. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

The whole world is trying to chase down the likes of Google, Microsoft and Meta for more income tax, and New Zealand is no exception Global tech firms generate enormous amounts of money, and have brilliant ways of hiding their profits from the taxman - but a new report suggests a simple gotchaGuests: Craig Elliffe - Professor of Tax Law, Auckland Law School; Director of the Master of Taxation Programme; Director of the New Zealand Centre for Tax LawNick Miller - Author of the report Big Tech Little Tax - Tax Minimisation in the Technology Sector for Tax Justice AotearoaLearn More: Read the Big Tech Little Tax reportFind The Detail on Newsroom or RNZ Go to this episode on rnz.co.nz for more details

Marie-Christine rappelle pour prendre le temps de partager ce qu'elle vit face à la maladie à corps de Léwy de son mari, qui combine les symptômes de Parkinson et d'Alzheimer. Chaque soir, en direct, Caroline Dublanche accueille les auditeurs pour 2h30 d'échanges et de confidences. Pour participer, contactez l'émission au 09 69 39 10 11 (prix d'un appel local) ou sur parlonsnous@rtl.frHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Aujourd'hui, nous sommes le jeudi 11 septembre.Nous écoutons Jésus dans la suite des Béatitudes, chez Luc. Me voici, disponible et à l'écoute. Je demande la grâce d'accueillir la part scandaleuse de la Bonne Nouvelle, avec l'esprit de discernement qui convient. Au Nom du Père, du Fils et du Saint-Esprit. AmenNous écoutons le chant en latin “Jubilate Deo” chanté par l'Académie Musicale de Liesse.R/ Jubilate Deo, jubilate deo (ter) 1. Jubilate Deo, omnis terra; servite Domino in laetitia.Introite in conspectu ejus in exsultatione. (ter)2. Quoniam suavis est Dominus: in aeternum misericordia ejus, et usque in generationem et generationem veritas ejus.Traduction :1. Peuples de toute la terre réjouissez-vous en Dieu,servez le Seigneur avec allégresse.Fidèles, présentez-vous avec allégresse devant sa face. 2. Car l'Éternel est bon ; sa bonté dure toujours, et sa fidélité de génération en génération.La lecture de ce jour est tirée du chapitre 6 de l'Evangile selon saint Luc, versets 27 à 38.En ce temps-là, Jésus déclarait à ses disciples : « Je vous le dis, à vous qui m'écoutez : Aimez vos ennemis, faites du bien à ceux qui vous haïssent. Souhaitez du bien à ceux qui vous maudissent, priez pour ceux qui vous calomnient. À celui qui te frappe sur une joue, présente l'autre joue. À celui qui te prend ton manteau, ne refuse pas ta tunique. Donne à quiconque te demande, et à qui prend ton bien, ne le réclame pas. Ce que vous voulez que les autres fassent pour vous, faites-le aussi pour eux. Si vous aimez ceux qui vous aiment, quelle reconnaissance méritez-vous ? Même les pécheurs aiment ceux qui les aiment. Si vous faites du bien à ceux qui vous en font, quelle reconnaissance méritez-vous ? Même les pécheurs en font autant. Si vous prêtez à ceux dont vous espérez recevoir en retour, quelle reconnaissance méritez-vous ? Même les pécheurs prêtent aux pécheurs pour qu'on leur rende l'équivalent. Au contraire, aimez vos ennemis, faites du bien et prêtez sans rien espérer en retour. Alors votre récompense sera grande, et vous serez les fils du Très-Haut, car lui, il est bon pour les ingrats et les méchants. Soyez miséricordieux comme votre Père est miséricordieux. Ne jugez pas, et vous ne serez pas jugés ; ne condamnez pas, et vous ne serez pas condamnés. Pardonnez, et vous serez pardonnés. Donnez, et on vous donnera : c'est une mesure bien pleine, tassée, secouée, débordante, qui sera versée dans le pan de votre vêtement ; car la mesure dont vous vous servez pour les autres servira de mesure aussi pour vous. » Textes liturgiques © AELF, Paris1. J'imagine l'expression qui se lit sur les visages. Cette assemblée vient de recevoir les Béatitudes, en même temps qu'une série d'imprécations : Malheureux, vous les riches, les repus, les ricaneurs et les vaniteux. Voici maintenant le Christ qui leur demande d'aimer leurs ennemis. J'imagine l'ambiance. 2. « Quelle reconnaissance méritez-vous ? » Je reçois cette question pour moi : de quelle reconnaissance suis-je en attente ? Quelque validation ? Quelque autorisation ? J'interroge le Christ : quelle reconnaissance promet-il ?3. « Aimer nos ennemis » : comment Jésus lui-même a-t-il mis en pratique cette parole ? Comment s'est-il fait des ennemis ? Comment a-t-il aimé les pharisiens ? Comment a-t-il aimé les marchands du temple ? Je mesure le paradoxe.Je réécoute ce texte. Je demande l'esprit de discernement. L'invitation du Christ est moins une injonction pour la réconciliation inconditionnelle et automatique, qu'un appel à lutter contre l'esprit du monde : une soif de reconnaissance, un honneur à défendre, une réputation à sauver. Cette parole est rude, elle porte une violence. Comme un ami parle à un ami, j'ose une conversation franche avec le Christ. Je lui confie ce qui monte de mon cœur : les incompréhensions comme les questions. Je lui dis combien j'attends sa réponse. Âme du Christ, sanctifie-moi. Corps du Christ, sauve-moi. Sang du Christ, enivre-moi. Eau du côté du Christ, lave-moi. Passion du Christ, fortifie-moi. Ô bon Jésus, exauce-moi. Dans tes blessures, cache-moi. Ne permets pas que je sois séparé de toi. De l'ennemi perfide, défends-moi. À l'heure de ma mort, appelle-moi. Ordonne-moi de venir à toi, pour qu'avec tes Saints je te loue, toi, dans les siècles des siècles. AmenAu Nom du Père, du Fils et du... Chaque jour, retrouvez 12 minutes une méditation guidée pour prier avec un texte de la messe ! A retrouver sur l'application et le site www.prieenchemin.org. Musiques : my heart yearns for you de Joseph Nimoh interprété par Joseph Nimoh - Reflections © Creative Commons by-nc-sa license from Magnatunes ; Jubilate Deo de Peter Anglea interprété par Académie Musicale de Liesse - Pas d'album © Creative Commons Youtube Audio Library.

     Unlock the power to overcome imposter syndrome in military medicine with insights from an eclectic panel of seasoned professionals. Major Lindsay Umlauf hosts a compelling discussion with Brigadier General Susan Pietrykowski, retired Command Master Chief Petty Officer Tyrone Willis, Major Tiara Walz, and Second Lieutenant Ryan Leone. Together, they unravel the complexities of self-doubt, share transformative personal stories, and introduce the empowering "bring your own chair" concept, offering listeners a roadmap to finding and asserting their place in the demanding world of military healthcare. With practical guidance on setting achievable goals, challenging negative self-talk, and leveraging community support, the episode demonstrates how embracing discomfort can serve as a catalyst for both personal and professional growth. The metaphor of chairs offers a unique perspective through which listeners can explore what it means to fully engage with their careers and communities.     As the conversation shifts to leadership and mentorship, the panel explores how building a larger, more inclusive table can redefine success in military and healthcare settings. By sharing experiences and strategies for fostering a collaborative culture, our guests highlight the importance of expanding opportunities and nurturing talent. The episode concludes with thoughtful reflections on knowing when to transition roles for personal growth and organizational benefit, leaving listeners with valuable insights on balancing ego and opportunity cost for sustained success.     Chapters:   (00:02) Overcoming Imposter Syndrome in Military Medicine (14:19) Navigating Professional Growth and Networking (26:20) Advocating for Growth and Inclusion (37:24) Leadership and Mentorship in Military Medicine (44:19) Leaving Tables (50:56) Transitioning Tables for Growth   Chapter Summaries:   (00:02) Overcoming Imposter Syndrome in Military Medicine   Imposter syndrome in military medicine, overcoming it through self-awareness, mentorship, and understanding unique challenges.   (14:19) Navigating Professional Growth and Networking   Overcoming imposter syndrome and embracing a growth mindset in a military medicine career.   (26:20) Advocating for Growth and Inclusion   Exploring the metaphor of chairs, we embrace discomfort for growth by redefining success and fostering a growth mindset.   (37:24) Leadership and Mentorship in Military Medicine   Mentorship and collaboration are crucial for success in professional settings, and it is important to nurture talent and address imposter syndrome.   (44:19) Leaving Tables   Opportunity cost of choosing tables in personal and professional life, identifying right moment to leave, self-awareness and alignment, emotional challenges, fostering understanding and resilience.   (50:56) Transitioning Tables for Growth   Leadership transitions, knowing when to move on, setting aside ego, and the "bring your own chair" framework.     Take Home Messages: Embrace Discomfort for Growth: One of the key themes of the episode is the importance of embracing discomfort as a catalyst for both personal and professional development. The discussion emphasizes how stepping outside of your comfort zone and confronting self-doubt can lead to mastery and increased confidence in military medicine.   Adopt a Growth Mindset: The podcast emphasizes the significance of maintaining a growth mindset. By setting small, achievable goals and focusing on continuous improvement, individuals can transform feelings of inadequacy into opportunities for development and success.   Leverage Community and Mentorship: Harnessing the power of community support and mentorship is essential for overcoming imposter syndrome. The episode offers practical advice on seeking guidance, engaging with mentors, and collaborating with others to foster an inclusive environment that values diverse perspectives and talents.   Recognize When to Transition: Knowing when to gracefully exit a role is a crucial aspect of professional growth. The podcast emphasizes the importance of self-awareness and understanding opportunity costs, encouraging listeners to align their career choices with their personal values and organizational objectives for more meaningful pursuits.   "Bring Your Own Chair" Concept: The empowering metaphor of "bringing your own chair" serves as a guiding principle for finding one's place in challenging environments. This concept encourages individuals to actively seek out opportunities, contribute meaningfully, and advocate for themselves and others in military medicine.   Episode Keywords: Military Medicine, Imposter Syndrome, Professional Growth, Mentorship in Medicine, Leadership in Healthcare, Overcoming Self-Doubt, Military Health Careers, Growth Mindset, Empowering Voices in Medicine, Career Transformation, Inclusive Growth, Self-Improvement, Healthcare Leadership, Medical Community Support, Career Pathways, Organizational Success, Personal Development in Medicine      Hashtags: #ImposterSyndrome #MilitaryMedicine #GrowthMindset #ProfessionalDevelopment #BringYourOwnChair #Leadership #Mentorship #InclusiveGrowth #HealthcareInnovation #CareerTransformation        Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

Need any advice or information, message us.We sit down with Nicole Brose from Guayabo Animal Rescue & Sanctuary to explore what it's really like to run a nonprofit in Costa Rica. Nicole shares her journey of setting up and operating across two countries, with practical insights on structuring in the U.S. for smoother operations. We also dive into the cultural differences every nonprofit leader should understand, and look ahead at the exciting future of Guayabo Animal Rescue & Sanctuary.Free 15 min consultation:  https://meetings.hubspot.com/jake806/crconsultContact us: info@investingcostarica.comGuayabo Animal Rescue: https://guayaboanimalrescue.org/

Ton corps : signe et sacrement 2025-09-09 Introduction générale by Radio Maria France

Marie-Christine appelle pour partager son calvaire face à la maladie à corps de Léwy de son mari, qui combine les symptômes de Parkinson et d'Alzheimer. Elle exprime son isolement et les difficultés à obtenir un soutien adéquat des structures médicales et sociales. Malgré ses efforts pour trouver de l'aide, elle se sent démunie face à la situation. Chaque soir, en direct, Caroline Dublanche accueille les auditeurs pour 2h30 d'échanges et de confidences. Pour participer, contactez l'émission au 09 69 39 10 11 (prix d'un appel local) ou sur parlonsnous@rtl.frHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Quinn Mendelson is Conservation Program Director of Rocky Mountain Youth Corps, a nonprofit that trains young adults to do conservation work in the "outdoor classroom" of New Mexico's landscapes. Not only do they learn skills like trail building, watershed restoration, and wildfire mitigation, but they also receive training that helps them to get jobs—as well as less quantifiable but just as important life skills like getting along with each other, finding their own authentic voices, and being in nature for long periods. The program has been going for three decades, and has led many of its alumni into fulfilling conservation careers.  TIMELINE   3'27 what the corps is all about 4'18 conservation skills, professional skills, life skills 5'52 example of a river project 6'59 so good for young people to have these outdoor opportunities 7'33 adjusting to outdoor work 9'30 people slowing down in the wilderness, and building self-confidence  11'31 paying living wages so the they can recruit from all demographics 13'50 bonding with people for life, and a tight alumni base, and those people work in every related field 15'43 the projects themselves, some using Bill Zeedyk techniques 18'13 showing the young people to see the big picture 18'46 creating a blueprint for post-fire restoration 19'52 coming back for additional years of work 21'12 relationship between the Corps and the surrounding communities  22'54 the connection between this work and regenerative agriculture 24'54 young people with an ag background, or wanting to get into ag through learning conservation work 26'10 learning about soil is central to all the work they do 27'36 as Corps alumni take their place in agency and roles of responsibility, this could change how policy is shaped  28'13 the way people are talking about fire now has evolved a lot in the last few decades 28'57 using beaver biomimicry 29'19 restoring firefly habitat in Chimayó, NM  31'06 people coming back to see the work they've done in future years 32'38 other similar corps all over the US 33'07 there are fewer than 100,000 young people doing this work; there should be millions 33'51 scholarships for higher education 34'20 dream job for a young person 35'32 this is part of Americorps 37'27 Quinn's work on therapeutic ranches 39'01 this is so much about hope for him and the org 40'43 potential careers 43'05 the need for an educated conservation workforce is and will continue to be great 44'37 what kinds of knowledge each generation is given 46'33 passing the torch to younger generations 48'02 working easily with partners, and providing labor for projects   

Christian maturity is more than externals—it's a life that endures trials and actually changes you. John Stevenson lays out a practical roadmap for resilient discipleship and the one habit most people skip. Host Kevin Kapchinski talks with John Stevenson, Director of Campus Ministry at St. Mary's Catholic Center (College Station), about forming disciples who last beyond college. Drawing on Corps of Cadets grit and years with Saint Paul's Outreach, John explains why relational evangelization—not programs—shapes durable faith. He names the essentials: identity as a beloved son or daughter, endurance through trials, a daily prayer life, honest confession, and living in community and mission. They challenge consumer mindsets about the Mass (covenant over preferences) and press into dependence on the Holy Spirit for authentic witness. If you're a student, young professional, or parent, this gives you a clear path forward. Follow the show, rate & review in your podcast app, and share it. Support & follow RED-C: Donate: https://redcradio.org/donate Email list: https://redcradio.org/subscribe YouTube (video): https://youtu.be/LNHzDXBU2HM Instagram: https://www.instagram.com/redc.catholicmedia/ Facebook: https://www.facebook.com/redcradio RED-C App: https://redcradio.org/app

RÉSUMÉ: Le repas du Seigneur est une double communion : verticale avec le Christ (v.16) et horizontale avec l’Église (v.17). Dans ce message, nous allons approfondir cet aspect horizontal et ses implications ecclésiologiques. De même que le baptême est indissociable de l’Église (1 Co 12.13), le repas du Seigneur est inséparable de l’appartenance au corps visible du Christ. PLAN: 1. La réalité de la communion 2. L'ecclésialité de la communion QUESTIONS: 1. Que se passe-t-il lorsque nous prenons le Repas du Seigneur? 2. Qu'est-ce qui différencie le point de vue mémorialiste et celui de la présence réelle? 3. Que signifient les deux angles de la communion? 4. Qu'est-ce que l'ecclésialité de la sainte cène? 5. Qui peut prendre la sainte cène? 6. Comment la communion et la membriété sont-elles reliées? Lectures complémentaires: 1 Corinthiens 11 ; Actes 2.41-47 Prédicateur: Pascal Denault

Tous les matins, à 6h10 et 6h50 sur Chérie FM, Tiffany Bonvoisin nous présente une info qui l''''a marquée !

Et si la maladie n'était pas une fatalité, mais un langage ?Dans cet épisode, je parle de comment nos émotions peuvent s'imprimer dans le corps : un stress qu'on garde, une colère qu'on retient, une tristesse qu'on n'ose pas dire… et ça finit en douleurs, en tensions, en symptômes.Je partage aussi des clés pour mieux comprendre ce que ton corps essaie de te dire et comment réapprendre à l'écouter. Parce que derrière chaque malaise, il y a toujours un message. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

durée : 00:30:12 - Solaé, le rendez-vous protestant - par : Jean-Luc Gadreau - Rencontre avec la réalisatrice Marie-Hélène Roux - réalisation : Thomas Jost

Deux-cent-vingt-huitième numéro de Chemins d'histoire, premier numéro de la septième saison, émission animée par Luc Daireaux Émission diffusée le dimanche 7 septembre 2025 Thème : Chine, race et savoirs sur les corps au XIXe siècle Invité : Clément Fabre, maître de conférences à l'université Paris-Est-Créteil, auteur de A l'ombre de la race, Chine, XIXe siècle. Une autre histoire des savoirs sur les corps, CNRS éd., 2025.

Bienvenue dans un nouvel épisode de Corps et Esprit, le podcast qui muscle ton corps et renforce ton esprit ! On reçoit à nouveau Maoris Derousseaux (alias @maobrut), passionné de santé ancestrale et d'expérimentations un peu hors normes sur son corps et son mode de vie. Mao nous partage son approche unique de la santé naturelle : il teste des méthodes inspirées de nos ancêtres, réinvente son alimentation au quotidien, et prouve qu'un mode de vie différent peut radicalement améliorer ton énergie, ton sommeil et ton bien-être. Épisode sponsorisé par Nutripreneur : -20% sur l'une de tes commandes avec le code “CORPSETESPRIT20” (valable une seule fois, que ce soit ta première commande ou non !)

Il y a ceux pour qui tout semble couler de source… et ceux qui avancent, un pas après l'autre, à la force du travail. Ceux qui ne rentrent pas dans les cases, mais qui finissent par redessiner les contours de leur art.Cédric Andrieux fait partie de ceux-là.Dans ce premier épisode d'un diptyque exceptionnel, Les Sens de la Danse vous emmène à la rencontre d'un danseur au parcours aussi exigeant que passionnant — entre Bretagne, New York et Lyon, entre admiration et transmission, entre rigueur et intuition.Formé au Conservatoire national supérieur de musique et de danse de Paris, Cédric Andrieux rejoint à 21 ans l'une des compagnies les plus mythiques de l'histoire de la danse contemporaine : celle de Merce Cunningham. Dix années d'un travail rigoureux, abstrait, épuré — à l'image du chorégraphe américain qui a bouleversé la relation entre la musique et le mouvement, séparé les disciplines pour en faire surgir de nouveaux possibles.

Vous avez du mal à aimer votre corps ? Vous vous jugez sans cesse ? Dans cet épisode intime et guidé, Alexandra vous propose une exploration concrète pour changer de regard sur vous-même. Elle partage des pistes pour observer vos pensées, recréer du lien avec votre corps, et comprendre que l'amour de soi passe par le ressenti, pas par la répétition mentale. Un épisode à ne pas manquer, surtout si vous souffrez d'acné, de complexes divers, de stress chronique, ou de déconnexion corporelle.

(Premier épisode) Dans la nuit du mardi 15 décembre au mercredi 16 décembre 2020, une jeune infirmière de 33 ans, Delphine, est désespérément recherchée par son mari Cédric. Il compose le 17 à 4 heures du matin pour alerter les forces de l'ordre. Le couple vit encore sous le même toit avec leurs deux enfants à Cagnac-Les-Mines, une petite commune du Tarn, malgré une procédure de divorce entamée.Cédric raconte à la police qu'il s'est couché avant Delphine qui regardait une émission télévisée avec leur fils de 6 ans. Il se réveille aux alentours de 3 heures du matin mais ne trouve pas son épouse à ses côtés dans le lit. Un long travail de recherche commence…Dans Crime story, la journaliste Clawdia Prolongeau raconte cette affaire avec Damien Delseny, chef du service police-justice du Parisien. Crédits. Direction de la rédaction : Pierre Chausse - Rédacteur en chef : Jules Lavie - Ecriture et voix : Clawdia Prolongeau et Damien Delseny - Production : Clémentine Spiler et Pénélope Gualchierotti - Réalisation et mixage : Julien Montcouquiol - Musiques : Audio Network - Archives : RTL.Documentation.Cet épisode de Crime story a été préparé en puisant dans les archives du Parisien, avec l'aide de nos documentalistes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

(Deuxième épisode) Dans la nuit du mardi 15 décembre au mercredi 16 décembre 2020, une jeune infirmière de 33 ans, Delphine, est désespérément recherchée par son mari Cédric. Il compose le 17 à 4 heures du matin pour alerter les forces de l'ordre. Le couple vit encore sous le même toit avec leurs deux enfants à Cagnac-Les-Mines, une petite commune du Tarn, malgré une procédure de divorce entamée.Cédric raconte à la police qu'il s'est couché avant Delphine qui regardait une émission télévisée avec leur fils de 6 ans. Il se réveille aux alentours de 3 heures du matin mais ne trouve pas son épouse à ses côtés dans le lit. Un long travail de recherche commence…Dans Crime story, la journaliste Clawdia Prolongeau raconte cette affaire avec Damien Delseny, chef du service police-justice du Parisien. Crédits. Direction de la rédaction : Pierre Chausse - Rédacteur en chef : Jules Lavie - Ecriture et voix : Clawdia Prolongeau et Damien Delseny - Production : Clémentine Spiler et Pénélope Gualchierotti - Réalisation et mixage : Julien Montcouquiol - Musiques : Audio Network - Archives : RTL.Documentation.Cet épisode de Crime story a été préparé en puisant dans les archives du Parisien, avec l'aide de nos documentalistes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Environ 1 coureur sur 2 se blesse chaque année. La faute à un surplus d'intensité, de charges de travail ou même de fatigue… Dans notre nouvel épisode, RMC Running vous conseille sur les bonnes pratiques pour éviter de se blesser ! Comment anticiper une blessure en interprétant les différents signaux envoyés pas son corps ? La fatigue impacte-t-elle fortement le risque de blessure ? Quelles sont les bonnes préconisations ? Le choix de la chaussure est-il primordial ? Les échauffements et étirements sont-ils indispensables ? Benoit Boutron et Yohan Durand reçoivent Florent Allier, kinésithérapeute à Grenoble et membre de la clinique du coureur.Dans le bon plan matos du jour, RMC Running vous offre un casque à conduction osseuse OpenRun Pro 2, de la marque Shokz ! Rendez-vous sur le compte Instagram "RMC Running" pour tenter de le remporter !Et dans le bon plan dossard, vous pouvez décrocher votre dossard pour le 10km de la course "Memorun 2025", qui se tiendra le dimanche 21 septembre au bois de Vincennes ! Rendez-vous sur le club Strava RMC Running pour vous inscrire. 

EMS Corps is a groundbreaking recruitment and training program that prepares young adults to work in their own community as EMS clinicians. The program helps to remove barriers to joining the EMS profession and focuses on leadership development, mentorship, and job training. Hosts Rob Lawrence and Hilary Gates interview Melissa Corney of the Oxnard Fire Department and Captain Janick Lewis of New Orleans EMS, both of whom have instructed in EMS Corps' innovative model of flipped-classroom learning and wraparound support that sets up students for success.  One of those success stories is EMS Corps recent graduate Savannah Gaskill, also joining the podcast.  From its origins in Alameda County to recent national expansion, EMS Corps is proving that when clinicians reflect the communities they serve, patient outcomes, agency culture, and clinician confidence all improve. Ginger Locke highlights the episode's key points with her "Mindset Minute." Mentioned in the episode: https://oxnardemscorps.org/ https://nolaemscorps.org/ The EMS Educator is published on the first Friday of every month! Be sure to turn on your notifications so you can listen as soon as the episode drops, and like/follow us on your favorite platform. Check out the Prodigy EMS Bounty Program! Earn $1000 for your best talks! Get your CE at www.prodigyems.com. Follow @ProdigyEMS on FB, YouTube, TikTok & IG.

Mes chers camarades, bien le bonjour !Et si les dieux vivaient parmi nous ? Dans American Gods, c'est Odin et Loki qui font tranquillement du business aux Etats-Unis. Dans Watchmen, le gigantesque Dr. Manhattan règle la Guerre du Vietnam d'un seul coup. Eh bien dans l'histoire du Japon, qui est décidément un pays pas comme les autres, la guerre entre les dieux et les humains a vraiment eu lieu ! En effet, lors de la Seconde Guerre mondiale, les GI's américains ont affronté un dieu vivant : le souverain du Japon, Hirohito, empereur céleste, descendant de la déesse du soleil ! Les choses ont un peu changé depuis, et pourtant le Japon reste actuellement le seul pays au monde à avoir un empereur. D'ailleurs Naruhito cumule ce titre avec un rôle religieux très particulier dans la religion shinto. En fait, la généalogie moitié historique moitié mythologique permet de tirer un fil qui relie directement notre époque à… la création du monde !Bonne écoute !

Get your 10-minute fantasy football edge: Bob Harris & Mike Dempsey break down today's NFL news + what it means for your team.  

Here's what to expect on the podcast:Robert's personal journey toward understanding leadershipWhy you're not broken—you may just be out of alignmentReframing work-life balance into work-life harmonyHow living in alignment shapes your overall well-beingPractical tools to define success and gain clarity on your purposeAnd so much more! About Robert:Robert Heath, Sr., is a nationally recognized Empowering Leadership strategist, executive coach, and keynote speaker. A former U.S. Marine Corps Officer who commanded one of the largest companies in the Corps, Robert now helps high-capacity leaders align with their purpose, master self-leadership, and lead with impact. With a background in law, education, and entrepreneurship, he's coached thousands—from startups to Fortune 500s. His mission: help leaders get the best out of themselves and those they lead. Connect with Robert Heath, Sr.!The Legacy Leadership Consulting Group: https://tllcg.com/Email: support@tllcg.comFacebook: https://www.facebook.com/robert.heath.sr.legacyLinkedIn: https://www.linkedin.com/in/robertheathsr007/ Free Resources for Podcast Listeners!Loved what you heard from Robert Heath on today's episode? Take your leadership to the next level with two free tools designed to help you lead with greater clarity, confidence, and purpose.Click here to access your free resources: https://docs.google.com/forms/d/e/1FAIpQLSdFbGo3GSPMK9DFioe9iehizDRhzON1SWAp6a4ohRGMpJfF0g/viewformYou'll receive:The Defining Success Self-Reflection Tool — a workbook to help you clarify your values, align with your purpose, and lead with intention.The Courageous Communication Primer — a practical guide for navigating tough conversations and building trust.Start building your legacy today!----- If you're struggling, consider therapy with our sponsor, BetterHelp.Visit https://betterhelp.com/candicesnyder for a 10% discount on your first month of therapy.*This is a paid promotionIf you are in the United States and in crisis, or any other person may be in danger -Suicide & Crisis Lifeline Dial 988----- Connect with Candice Snyder!Website: https://www.podpage.com/passion-purpose-and-possibilities-1/Facebook: https://www.facebook.com/candicebsnyder?_rdrPassion, Purpose, and Possibilities Community Group: https://www.facebook.com/groups/passionpurposeandpossibilitiescommunity/Instagram: https://www.instagram.com/passionpurposepossibilities/LinkedIn: https://www.linkedin.com/in/candicesnyder/Shop For A Cause With Gifts That Give Back to Nonprofits: https://thekindnesscause.com/Fall In Love With Artists And Experience Joy And Calm: https://www.youtube.com/@movenartrelaxationClick this link to receive your FREE TRIAL to The Greenhouse Communityhttps://www.thegreenhousecommunity.com/checkout/the-greenhouse-membership?affiliate_code=11e889

In this special series, we're bringing insightful and thought-provoking blog posts to life in audio form, exploring the human side of pre-hospital and emergency care. Today's piece reflects on Esprit de Corps, the pride, loyalty, and belonging that exists within high-performing teams, and how it is built, tested, and lived out in some of the most demanding environments.Wayne Auton reflects on a career spent in small, high-performing teams, from the Royal Marines to Search and Rescue to the Emergency Medical Retrieval Service (EMRS) in Scotland. Across these roles, one constant has been trust: the ability to rely on teammates, get the job done, and know that everyone has each other's backs.When asked recently about Esprit de Corps, it prompted reflection. Often associated with the military, it is more broadly defined as “a feeling of pride and mutual loyalty shared by the members of a group.” For the author, it is about belonging.As a Royal Marine, that sense of belonging was immediate. From day one of training, recruits inherit over 350 years of history and pride. The Corps was more than a job; it was a culture and a way of life. Paradoxically, it also provided psychological safety, acceptance, trust, and respect within a close-knit family.These bonds often form in vulnerability, particularly under threat. Research shows such conditions can strengthen Esprit de Corps across dangerous professions. The author recalls a helicopter mission where a suspected tail rotor failure forced the crew into emergency decision-making. They landed safely, closer than ever. That experience captured the essence of Esprit de Corps: resilience, unity, and unshakable trust forged in challenge. You can read the blog post here: https://wayneauton.blogspot.com/2021/03/espirit-de-corps.htmlThis episode is sponsored by PAX: The gold standard in emergency response bags.When you're working under pressure, your kit needs to be dependable, tough, and intuitive. That's exactly what you get with PAX. Every bag is handcrafted by expert tailors who understand the demands of pre-hospital care. From the high-tech, skin-friendly, and environmentally responsible materials to the cutting-edge welding process that reduces seams and makes cleaning easier, PAX puts performance first. They've partnered with 3M to perfect reflective surfaces for better visibility, and the bright grey interior makes finding gear fast and effortless, even in low light. With over 200 designs, PAX bags are made to suit your role, needs, and environment. And thanks to their modular system, many bags work seamlessly together, no matter the setup.PAX doesn't chase trends. Their designs stay consistent, so once you know one, you know them all. And if your bag ever takes a beating? Their in-house repair team will bring it back to life.PAX – built to perform, made to last.Learn more at https://www.pax-bags.com/en/

we got a great big convoy, ain't she a tragic sight follow victoria on bluesky: https://bsky.app/profile/victoriascott.bsky.social buy victoria's book: https://www.carrarabooks.com/store/we-deserve-this Our Patreon: https://www.patreon.com/wtyppod/ Send us stuff! our address: Well There's Your Podcasting Company PO Box 26929 Philadelphia, PA 19134 DO NOT SEND US LETTER BOMBS thanks in advance in the commercial: Local Forecast - Elevator Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License http://creativecommons.org/licenses/by/3.0/

Army neurosurgeon LTC Ryan Morton, MD, joins us for a compelling discussion on the high-stakes environment of combat neurosurgery. We delve into the strategies crucial for managing head trauma on the battlefield, where preventing hypoxia and hypotension is paramount for saving lives. Dr. Morton shares invaluable insights on how military medical teams maintain vigilance against these conditions despite the lack of advanced imaging capabilities. From arterial blood pressure monitoring to oxygen therapy, we cover the proactive measures used to manage intracranial pressure effectively, ensuring that even in the toughest settings, soldiers receive the best possible care.     Our conversation evolves into a detailed exploration of the surgical techniques employed in trauma response. We discuss the significance of patient positioning, the careful balancing of resuscitation efforts, and the pivotal role of Roll 3 hospitals with their advanced CT scanning capabilities. The episode also shines a light on the logistical aspects of performing complex procedures like spine surgeries and managing traumatic vasospasm in military environments. Dr. Morton touches on the challenges of treating severe injuries in combat zones and the thoughtful considerations involved in using endovascular techniques for managing carotid injuries. Join us for an episode packed with expert insights and real-world solutions for the unique challenges faced in military medical care.   Chapters:   (00:02) Combat Neurosurgery (11:14) Surgical Techniques in Trauma Response (17:18) Combat Medical Care and Consultation   Chapter Summaries:   (00:02) Combat Neurosurgery   Managing head trauma in combat zones requires vigilance against hypoxia and hypotension, with measures such as blood pressure monitoring and oxygen therapy.   (11:14) Surgical Techniques in Trauma Response    Maintaining brain health in trauma management through proper positioning, blood coagulation, and advanced capabilities of Roll 3 hospitals.   (17:18) Combat Medical Care and Consultation    Logistics of spine fusions, protocols for head trauma, challenges of treating vasospasm, and endovascular techniques for carotid injuries.   Take Home Messages: Combat neurosurgery requires a proactive approach to managing head trauma on the battlefield, emphasizing the prevention of hypoxia and hypotension. Despite the lack of advanced imaging capabilities, military medical teams can effectively monitor and manage intracranial pressure through vigilant use of arterial blood pressure monitoring and oxygen therapy.   Patient positioning, such as using the reverse Trendelenburg position, plays a crucial role in reducing intracranial pressure in trauma cases. Maintaining proper blood coagulation and sodium levels is essential to avoid complications, and the advanced capabilities of Roll 3 hospitals, like CT scanning, are vital for determining the appropriate neurosurgical interventions.   While immediate spine surgeries may be necessary in combat zones, complex procedures are often preferred to be performed in more sterile environments such as Landstuhl, Walter Reed, or BAMC. These facilities provide the necessary resources and expertise to manage severe injuries and offer comprehensive care.   The use of seizure prophylaxis, such as Keppra or Dilantin, should be carefully considered in cases of suspected head trauma. However, it is typically not an immediate priority unless the patient is actively seizing. If a severe traumatic brain injury is confirmed, seizure prophylaxis may be beneficial for a limited period.   Endovascular techniques for managing carotid injuries, such as deploying covered stents or performing balloon test occlusions, require careful consideration and are best performed in well-equipped facilities away from the battlefield. The treatment of traumatic vasospasm, which can occur days after the initial trauma, should be managed in specialized centers to ensure optimal patient outcomes.   Episode Keywords: combat neurosurgery, military head trauma, battlefield brain surgery, surgical techniques in combat, military medical care, head trauma management, Roll 3 hospitals, military neurosurgeon insights, intracranial pressure management, trauma care in austere settings, endovascular techniques in military, preventing hypoxia and hypotension, trauma surgery in military environments, Lieutenant Colonel Ryan Morton, War Docs podcast   Hashtags: #MilitaryMedicine #CombatNeurosurgery #BattlefieldTrauma #HeadTraumaCare #MilitarySurgery #NeurosurgeonInsights #CombatMedicalResponse #MilitaryHealthcare #WarDocsPodcast #TraumaSurgery   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

Certains passages de cet épisode peuvent être éprouvants. Assurez-vous d'être dans de bonnes conditions pour l'écouter.Après avoir écumé les thérapies alternatives, Anne-Sophie part en retraite silencieuse pendant dix jours, dans une ultime tentative d'aller mieux. Dans ce calme dont elle a si peu l'habitude, des souvenirs oubliés depuis longtemps refont surface. Est-ce qu'un drame peut devenir une opportunité de renaître ?Émotions est un podcast de Louie Media. Anne-Sophie et le loup est une série documentaire en deux épisodes, écrite et incarnée par Anne-Sophie Delcour. Le montage est de Julie Deltheil-Tourrenc. La réalisation sonore et le mix sont de Solène Moulin. L'illustration est de Manon Karsenti et Jean Mallard. Elsa Berthault est en charge de la production. Cette mini-série a été développée avec Make Change Productions - Cordelia Flourens et Camille Lacharmoise.Cette histoire existe aussi en roman graphique : Neuf aux éditions Tana.Si vous aussi vous voulez nous raconter votre histoire dans Émotions, écrivez-nous en remplissant ce formulaire ou à l'adresse hello@louiemedia.com.Pour avoir des news de Louie, des recos podcasts et culturelles, abonnez-vous à notre newsletter en cliquant ici. Vous souhaitez soutenir la création et la diffusion des projets de Louie Media ? Vous pouvez le faire via le Club Louie. Chaque participation est précieuse. Nous vous proposons un soutien sans engagement, annulable à tout moment, soit en une seule fois, soit de manière régulière. Au nom de toute l'équipe de Louie : MERCI ! Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Jordan interviews, Drew Smith, who is a hydrologist & Deputy Chief, Watershed Division at the Corps of Engineers. There are some many questions, misconceptions, and down-right good information to have when it comes to the big river. Join us for this episode as we bust some myths, learn a lot, and discover once again why the Mississippi River is such a special place. Check it out! 

Tom Curran and Phil Perry discuss the Patriots' mindset heading into Week 1 of the season. What should we make of the new captains? Will Christian Gonzalez be ready to play? Later, Mike Florio joins to discuss his new book, “Big Shield,” and give a national perspective on the Patriots.1:00 - What's Mike Vrabel's mindset heading into Week 1? 3:00 - Will Christian Gonzalez be ready to play on Sunday? 10:00 - Vrabel on his decision to release Jabrill Peppers 13:30 - Patriots anoint new leadership corps 20:30 - Mike Florio on his new book “Big Shield” and a national view of the PatriotsSubscribe to the QUICK SNAP podcast: https://podcasts.apple.com/us/podcast/the-quick-snap-with-david-andrews-brian-hoyer/id1766572407 Get Mike Florio's "Big Shield" -https://www.amazon.com/Big-Shield-Mike-Florio-ebook/dp/B0FGH43V6D WATCH every episode of the Patriots Talk podcast on YouTubeFollow NBC Sports Boston:NBCSportsBoston.comX @NBCSpatriotsFacebookInstagramTikTok

Last time we spoke about the Soviet Victory in Asia. After atomic bombings and Japan's surrender, the Soviets launched a rapid Manchurian invasion, driving toward Harbin, Mukden, Changchun, and Beijing. Shenyang was taken, seeing the capture of the last Emperor of China, Pu Yi. The Soviets continued their advances into Korea with port captures at Gensan and Pyongyang, and occupation of South Sakhalin and the Kuril Islands, ahead of anticipated American intervention. Stalin pushed for speed to avoid US naval landings, coordinating with Chinese forces and leveraging the Sino-Soviet pact while balancing relations with Chiang Kai-shek. As fronts closed, tens of thousands of Japanese POWs were taken, while harsh wartime reprisals, looting, and mass sexual violence against Japanese, Korean, and Chinese civilians were reported.  This episode is the Surrender of Japan 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.  With the Manchurian Campaign over and Japan's surrender confirmed, we've reached the end of the Pacific War and the ushering of a new era. This journey took us 3 years, 8 months, and 27 days and it's been a rollercoaster. We've gone over numerous stories of heroism and horror, victory and defeat, trying to peel back a part of WW2 that often gets overshadowed by the war in Europe. Certainly the China War is almost completely ignored by the west, but fortunately for you all, as I end this series we have just entered the China war over at the Fall and Rise of China Podcast. Unlike this series where, to be blunt, I am hamstrung by the week by week format, over there I can tackle the subject as I see fit, full of personal accounts. I implore you if you want to revisit some of that action in China, jump over to the other podcast, I will be continuing it until the end of the Chinese civil war. One could say it will soon be a bit of a sequel to this one. Of course if you love this format and want more, you can check out the brand new Eastern Front week by week podcast, which really does match the horror of the Pacific war. Lastly if you just love hearing my dumb voice, come check out my podcast which also is in video format on the Pacific War Channel on Youtube, the Echoes of War podcast. Me and my co-host Gaurav tackle history from Ancient to Modern, often with guests and we blend the dialogue with maps, photos and clips. But stating all of that, lets get into it, the surrender of Japan. As we last saw, while the Soviet invasion of Manchuria raged, Emperor Hirohito announced the unconditional surrender of the Japanese Empire on August 15. Public reaction varied, yet most were stunned and bewildered, unable to grasp that Japan had surrendered for the first time in its history. Many wept openly as they listened to the Emperor's solemn message; others directed swift anger at the nation's leaders and the fighting services for failing to avert defeat; and some blamed themselves for falling short in their war effort. Above all, there was a deep sympathy for the Emperor, who had been forced to make such a tragic and painful decision.  In the wake of the Emperor's broadcast, war factories across the country dismissed their workers and shut their doors. Newspapers that had been ordered to pause their usual morning editions appeared in the afternoon, each carrying the Imperial Rescript, an unabridged translation of the Potsdam Declaration, and the notes exchanged with the Allied Powers. In Tokyo, crowds of weeping citizens gathered all afternoon in the vast plaza before the Imperial Palace and at the Meiji and Yasukuni Shrines to bow in reverence and prayer. The shock and grief of the moment, coupled with the dark uncertainty about the future, prevented any widespread sense of relief that the fighting had ended. Bombings and bloodshed were over, but defeat seemed likely to bring only continued hardship and privation. Starvation already gripped the land, and the nation faced the looming breakdown of public discipline and order, acts of violence and oppression by occupying forces, and a heavy burden of reparations. Yet despite the grim outlook, the Emperor's assurance that he would remain to guide the people through the difficult days ahead offered a measure of solace and courage. His appeal for strict compliance with the Imperial will left a lasting impression, and the refrain “Reverent Obedience to the Rescript” became the rallying cry as the nation prepared to endure the consequences of capitulation. Immediately after the Emperor's broadcast, Prime Minister Suzuki's cabinet tendered its collective resignation, yet Hirohito commanded them to remain in office until a new cabinet could be formed. Accordingly, Suzuki delivered another broadcast that evening, urging the nation to unite in absolute loyalty to the throne in this grave national crisis, and stressing that the Emperor's decision to end the war had been taken out of compassion for his subjects and in careful consideration of the circumstances. Thus, the shocked and grief-stricken population understood that this decision represented the Emperor's actual will rather than a ratified act of the Government, assuring that the nation as a whole would obediently accept the Imperial command. Consequently, most Japanese simply went on with their lives as best they could; yet some military officers, such as General Anami, chose suicide over surrender. Another key figure who committed seppuku between August 15 and 16 was Vice-Admiral Onishi Takijiro, the father of the kamikaze. Onishi's suicide note apologized to the roughly 4,000 pilots he had sent to their deaths and urged all surviving young civilians to work toward rebuilding Japan and fostering peace among nations. Additionally, despite being called “the hero of the August 15 incident” for his peacekeeping role in the attempted coup d'état, General Tanaka felt responsible for the damage done to Tokyo and shot himself on August 24. Following the final Imperial conference on 14 August, the Army's “Big Three”, War Minister Anami, Chief of the Army General Staff Umezu, and Inspectorate-General of Military Training General Kenji Doihara, met at the War Ministry together with Field Marshals Hata and Sugiyama, the senior operational commanders of the homeland's Army forces. These five men affixed their seals to a joint resolution pledging that the Army would “conduct itself in accordance with the Imperial decision to the last.” The resolution was endorsed immediately afterward by General Masakazu Kawabe, the overall commander of the Army air forces in the homeland. In accordance with this decision, General Anami and General Umezu separately convened meetings of their senior subordinates during the afternoon of the 14th, informing them of the outcome of the final Imperial conference and directing strict obedience to the Emperor's command. Shortly thereafter, special instructions to the same effect were radioed to all top operational commanders jointly in the names of the War Minister and Chief of Army General Staff. The Army and Navy authorities acted promptly, and their decisive stance proved, for the most part, highly effective. In the Army, where the threat of upheaval was most acute, the final, unequivocal decision of its top leaders to heed the Emperor's will delivered a crippling blow to the smoldering coup plot by the young officers to block the surrender. The conspirators had based their plans on unified action by the Army as a whole; with that unified stance effectively ruled out, most of the principal plotters reluctantly abandoned the coup d'état scheme on the afternoon of 14 August. At the same time, the weakened Imperial Japanese Navy took steps to ensure disciplined compliance with the surrender decision. Only Admiral Ugaki chose to challenge this with his final actions. After listening to Japan's defeat, Admiral Ugaki Kayō's diary recorded that he had not yet received an official cease-fire order, and that, since he alone was to blame for the failure of Japanese aviators to stop the American advance, he would fly one last mission himself to embody the true spirit of bushido. His subordinates protested, and even after Ugaki had climbed into the back seat of a Yokosuka D4Y4 of the 701st Kokutai dive bomber piloted by Lieutenant Tatsuo Nakatsuru, Warrant Officer Akiyoshi Endo, whose place in the kamikaze roster Ugaki had usurped, also climbed into the same space that the admiral had already occupied. Thus, the aircraft containing Ugaki took off with three men piloted by Nakatsuru, with Endo providing reconnaissance, and Ugaki himself, rather than the two crew members that filled the other ten aircraft. Before boarding his aircraft, Ugaki posed for pictures and removed his rank insignia from his dark green uniform, taking only a ceremonial short sword given to him by Admiral Yamamoto. Elements of this last flight most likely followed the Ryukyu flyway southwest to the many small islands north of Okinawa, where U.S. forces were still on alert at the potential end of hostilities. Endo served as radioman during the mission, sending Ugaki's final messages, the last of which at 19:24 reported that the plane had begun its dive onto an American vessel. However, U.S. Navy records do not indicate any successful kamikaze attack on that day, and it is likely that all aircraft on the mission with the exception of three that returned due to engine problems crashed into the ocean, struck down by American anti-aircraft fire. Although there are no precise accounts of an intercept made by Navy or Marine fighters or Pacific Fleet surface units against enemy aircraft in this vicinity at the time of surrender. it is likely the aircraft crashed into the ocean or was shot down by American anti-aircraft fire. In any event, the crew of LST-926 reported finding the still-smoldering remains of a cockpit with three bodies on the beach of Iheyajima Island, with Ugaki's remains allegedly among them. Meanwhile, we have already covered the Truman–Stalin agreement that Japanese forces north of the 38th parallel would surrender to the Soviets while those to the south would surrender to the Americans, along with the subsequent Soviet occupation of Manchuria, North Korea, South Sakhalin, and the Kurile Islands. Yet even before the first atomic bomb was dropped, and well before the Potsdam Conference, General MacArthur and his staff were planning a peaceful occupation of Japan and the Korean Peninsula. The first edition of this plan, designated “Blacklist,” appeared on July 16 and called for a progressive, orderly occupation in strength of an estimated fourteen major areas in Japan and three to six areas in Korea, so that the Allies could exercise unhampered control over the various phases of administration. These operations would employ 22 divisions and 3 regiments, together with air and naval elements, and would utilize all United States forces immediately available in the Pacific. The plan also provided for the maximum use of existing Japanese political and administrative organizations, since these agencies already exerted effective control over the population and could be employed to good advantage by the Allies. The final edition of “Blacklist,” issued on August 8, was divided into three main phases of occupation. The first phase included the Kanto Plain, the Kobe–Osaka–Kyoto areas, the Nagasaki–Sasebo area in Kyushu, the Keijo district in Korea, and the Aomori–Ominato area of northern Honshu. The second phase covered the Shimonoseki–Fukuoka and Nagoya areas, Sapporo in Hokkaido, and Fusan in Korea. The third phase comprised the Hiroshima–Kure area, Kochi in Shikoku, the Okayama, Tsuruga, and Niigata areas, Sendai in northern Honshu, Otomari in Karafuto, and the Gunzan–Zenshu area in Korea. Although the Joint Chiefs of Staff initially favored Admiral Nimitz's “Campus” Plan, which envisioned entry into Japan by Army forces only after an emergency occupation of Tokyo Bay by advanced naval units and the seizure of key positions ashore near each anchorage, MacArthur argued that naval forces were not designed to perform the preliminary occupation of a hostile country whose ground divisions remained intact, and he contended that occupying large land areas was fundamentally an Army mission. He ultimately convinced them that occupation by a weak Allied force might provoke resistance from dissident Japanese elements among the bomb-shattered population and could therefore lead to grave repercussions. The formal directive for the occupation of Japan, Korea, and the China coast was issued by the Joint Chiefs of Staff on August 11. The immediate objectives were to secure the early entry of occupying forces into major strategic areas, to control critical ports, port facilities, and airfields, and to demobilize and disarm enemy troops. First priority went to the prompt occupation of Japan, second to the consolidation of Keijo in Korea, and third to operations on the China coast and in Formosa. MacArthur was to assume responsibility for the forces entering Japan and Korea; General Wedemeyer was assigned operational control of the forces landing on the China coast and was instructed to coordinate his plans with the Generalissimo Chiang Kai-Shek; and Japanese forces in Southeast Asia were earmarked for surrender to Admiral Mountbatten. With the agreement of the Soviet, Chinese, and British governments, President Truman designated MacArthur as Supreme Commander for the Allied Powers on August 15, thereby granting him final authority for the execution of the terms of surrender and occupation. In this capacity, MacArthur promptly notified the Emperor and the Japanese Government that he was authorized to arrange for the cessation of hostilities at the earliest practicable date and directed that the Japanese forces terminate hostilities immediately and that he be notified at once of the effective date and hour of such termination. He further directed that Japan send to Manila on August 17 “a competent representative empowered to receive in the name of the Emperor of Japan, the Japanese Imperial Government, and the Japanese Imperial General Headquarters certain requirements for carrying into effect the terms of surrender.” General MacArthur's stipulations to the Japanese Government included specific instructions regarding the journey of the Japanese representatives to Manila. The emissaries were to leave Sata Misaki, at the southern tip of Kyushu, on the morning of August 17. They were to travel in a Douglas DC-3-type transport plane, painted white and marked with green crosses on the wings and fuselage, and to fly under Allied escort to an airdrome on Lejima in the Ryukyus. From there, the Japanese would be transported to Manila in a United States plane. The code designation chosen for communication between the Japanese plane and US forces was the symbolic word “Bataan.” Implementation challenges arose almost immediately due to disagreements within Imperial General Headquarters and the Foreign Office over the exact nature of the mission. Some officials interpreted the instructions as requiring the delegates to carry full powers to receive and agree to the actual terms of surrender, effectively making them top representatives of the Government and High Command. Others understood the mission to be strictly preparatory, aimed only at working out technical surrender arrangements and procedures. Late in the afternoon of August 16, a message was sent to MacArthur's headquarters seeking clarification and more time to organize the mission. MacArthur replied that signing the surrender terms would not be among the tasks of the Japanese representatives dispatched to Manila, assured the Japanese that their proposed measures were satisfactory, and pledged that every precaution would be taken to ensure the safety of the Emperor's representatives on their mission. Although preparations were made with all possible speed, on August 16 the Japanese notified that this delegation would be somewhat delayed due to the scarcity of time allowed for its formation. At the same time, MacArthur was notified that Hirohito had issued an order commanding the entire armed forces of his nation to halt their fighting immediately. The wide dispersion and the disrupted communications of the Japanese forces, however, made the rapid and complete implementation of such an order exceedingly difficult, so it was expected that the Imperial order would take approximately two to twelve days to reach forces throughout the Pacific and Asiatic areas. On August 17, the Emperor personally backed up these orders with a special Rescript to the armed services, carefully worded to assuage military aversion to surrender. Suzuki was also replaced on this date, with the former commander of the General Defense Army, General Prince Higashikuni Naruhiko, becoming the new Prime Minister with the initial tasks to hastily form a new cabinet capable of effecting the difficult transition to peace swiftly and without incident. The Government and Imperial General Headquarters moved quickly to hasten the preparations, but the appointment of the mission's head was held up pending the installation of the Higashikuni Cabinet. The premier-designate pressed for a rapid formation of the government, and on the afternoon of the 17th the official ceremony of installation took place in the Emperor's presence. Until General Shimomura could be summoned to Tokyo from the North China Area Army, Prince Higashikuni himself assumed the portfolio of War Minister concurrently with the premiership, Admiral Mitsumasa Yonai remaining in the critical post of Navy Minister, and Prince Ayamaro Konoe, by Marquis Kido's recommendation, entered the Cabinet as Minister without Portfolio to act as Higashikuni's closest advisor. The Foreign Minister role went to Mamoru Shigemitsu, who had previously served in the Koiso Cabinet. With the new government installed, Prince Higashikuni broadcast to the nation on the evening of 17 August, declaring that his policies as Premier would conform to the Emperor's wishes as expressed in the Imperial mandate to form a Cabinet. These policies were to control the armed forces, maintain public order, and surmount the national crisis, with scrupulous respect for the Constitution and the Imperial Rescript terminating the war. The cabinet's installation removed one delay, and in the afternoon of the same day a message from General MacArthur's headquarters clarified the mission's nature and purpose. Based on this clarification, it was promptly decided that Lieutenant General Torashiro Kawabe, Deputy Chief of the Army General Staff, should head a delegation of sixteen members, mainly representing the Army and Navy General Staffs. Kawabe was formally appointed by the Emperor on 18 August. By late afternoon that same day, the data required by the Allied Supreme Commander had largely been assembled, and a message was dispatched to Manila informing General MacArthur's headquarters that the mission was prepared to depart the following morning. The itinerary received prompt approval from the Supreme Commander. Indeed, the decision to appoint a member of the Imperial Family who had a respectable career in the armed forces was aimed both at appeasing the population and at reassuring the military. MacArthur appointed General Eichelberger's 8th Army to initiate the occupation unassisted through September 22, at which point General Krueger's 6th Army would join the effort. General Hodge's 24th Corps was assigned to execute Operation Blacklist Forty, the occupation of the Korean Peninsula south of the 38th Parallel. MacArthur's tentative schedule for the occupation outlined an initial advance party of 150 communications experts and engineers under Colonel Charles Tench, which would land at Atsugi Airfield on August 23. Naval forces under Admiral Halsey's 3rd Fleet were to enter Tokyo Bay on August 24, followed by MacArthur's arrival at Atsugi the next day and the start of the main landings of airborne troops and naval and marine forces. The formal surrender instrument was to be signed aboard an American battleship in Tokyo Bay on August 28, with initial troop landings in southern Kyushu planned for August 29–30. By September 4, Hodge's 24th Corps was to land at Inchon and begin the occupation of South Korea. In the meantime, per MacArthur's directions, a sixteen-man Japanese delegation headed by Lieutenant-General Kawabe Torashiro, Vice-Chief of the Army General Staff, left Sata Misaki on the morning of August 19; after landing at Iejima, the delegation transferred to an American transport and arrived at Nichols Field at about 18:00. That night, the representatives held their first conference with MacArthur's staff, led by Lieutenant-General Richard Sutherland. During the two days of conference, American linguists scanned, translated, and photostated the various reports, maps, and charts the Japanese had brought with them. Negotiations also resulted in permission for the Japanese to supervise the disarmament and demobilization of their own armed forces under Allied supervision, and provided for three extra days of preparation before the first occupying unit landed on the Japanese home islands on August 26. At the close of the conference, Kawabe was handed the documents containing the “Requirements of the Supreme Commander for the Allied Powers,” which concerned the arrival of the first echelons of Allied forces, the formal surrender ceremony, and the reception of the occupation forces. Also given were a draft Imperial Proclamation by which the Emperor would accept the terms of the Potsdam Declaration and command his subjects to cease hostilities, a copy of General Order No. 1 by which Imperial General Headquarters would direct all military and naval commanders to lay down their arms and surrender their units to designated Allied commanders, and the Instrument of Surrender itself, which would later be signed on board an American battleship in Tokyo Bay. After the Manila Conference ended, the Japanese delegation began its return to Japan at 13:00 on August 20; but due to mechanical problems and a forced landing near Hamamatsu, they did not reach Tokyo until August 21. With the scheduled arrival of the advanced party of the Allied occupation forces only five days away, the Japanese immediately began disarming combat units in the initial-occupation areas and evacuating them from those areas. The basic orders stated that Allied forces would begin occupying the homeland on 26 August and reaffirmed the intention ofImperial General Headquarters "to insure absolute obedience to the Imperial Rescript of 14 August, to prevent the occurrence of trouble with the occupying forces, and thus to demonstrate Japan's sincerity to the world." The Japanese government announced that all phases of the occupation by Allied troops would be peaceful and urged the public not to panic or resort to violence against the occupying forces. While they sought to reassure the population, they faced die-hard anti-surrender elements within the IJN, with ominous signs of trouble both from Kyushu, where many sea and air special-attack units were poised to meet an invasion, and from Atsugi, the main entry point for Allied airborne troops into the Tokyo Bay area. At Kanoya, Ugaki's successor, Vice-Admiral Kusaka Ryonosuke, hastened the separation of units from their weapons and the evacuation of naval personnel. At Atsugi, an even more threatening situation developed in the Navy's 302nd Air Group. Immediately after the announcement of the surrender, extremist elements in the group led by Captain Kozono Yasuna flew over Atsugi and the surrounding area, scattering leaflets urging the continuation of the war on the ground and claiming that the surrender edict was not the Emperor's true will but the machination of "traitors around the Throne." The extremists, numbering 83 junior officers and noncommissioned officers, did not commit hostile acts but refused to obey orders from their superior commanders. On August 19, Prince Takamatsu, the Emperor's brother and a navy captain, telephoned Atsugi and personally appealed to Captain Kozono and his followers to obey the Imperial decision. This intervention did not end the incident; on August 21 the extremists seized a number of aircraft and flew them to Army airfields in Saitama Prefecture in hopes of gaining support from Army air units. They failed in this attempt, and it was not until August 25 that all members of the group had surrendered. As a result of the Atsugi incident, on August 22 the Emperor dispatched Captain Prince Takamatsu Nabuhito and Vice-Admiral Prince Kuni Asaakira to various naval commands on Honshu and Kyushu to reiterate the necessity of strict obedience to the surrender decision. Both princes immediately left Tokyo to carry out this mission, but the situation improved over the next two days, and they were recalled before completing their tours. By this point, a typhoon struck the Kanto region on the night of August 22, causing heavy damage and interrupting communications and transport vital for evacuating troops from the occupation zone. This led to further delays in Japanese preparations for the arrival of occupation forces, and the Americans ultimately agreed to a two-day postponement of the preliminary landings. On August 27 at 10:30, elements of the 3rd Fleet entered Sagami Bay as the first step in the delayed occupation schedule. At 09:00 on August 28, Tench's advanced party landed at Atsugi to complete technical arrangements for the arrival of the main forces. Two days later, the main body of the airborne occupation forces began streaming into Atsugi, while naval and marine forces simultaneously landed at Yokosuka on the south shore of Tokyo Bay. There were no signs of resistance, and the initial occupation proceeded successfully.  Shortly after 1400, a famous C-54  the name “Bataan” in large letters on its nose circled the field and glided in for a landing. General MacArthur stepped from the aircraft, accompanied by General Sutherland and his staff officers. The operation proceeded smoothly. MacArthur paused momentarily to inspect the airfield, then climbed into a waiting automobile for the drive to Yokohama. Thousands of Japanese troops were posted along the fifteen miles of road from Atsugi to Yokohama to guard the route of the Allied motor cavalcade as it proceeded to the temporary SCAP Headquarters in Japan's great seaport city. The Supreme Commander established his headquarters provisionally in the Yokohama Customs House. The headquarters of the American Eighth Army and the Far East Air Force were also established in Yokohama, and representatives of the United States Pacific Fleet were attached to the Supreme Commander's headquarters. The intensive preparation and excitement surrounding the first landings on the Japanese mainland did not interfere with the mission of affording relief and rescue to Allied personnel who were internees or prisoners in Japan. Despite bad weather delaying the occupation operation, units of the Far East Air Forces and planes from the Third Fleet continued their surveillance missions. On 25 August they began dropping relief supplies, food, medicine, and clothing, to Allied soldiers and civilians in prisoner-of-war and internment camps across the main islands. While the advance echelon of the occupation forces was still on Okinawa, “mercy teams” were organized to accompany the first elements of the Eighth Army Headquarters. Immediately after the initial landings, these teams established contact with the Swiss and Swedish Legations, the International Red Cross, the United States Navy, and the Japanese Liaison Office, and rushed to expedite the release and evacuation, where necessary, of thousands of Allied internees.  On September 1, the Reconnaissance Troop of the 11th Airborne Division conducted a subsidiary airlift operation, flying from Atsugi to occupy Kisarazu Airfield; and on the morning of September 2, the 1st Cavalry Division began landing at Yokohama to secure most of the strategic areas along the shores of Tokyo Bay, with Tokyo itself remaining unoccupied. Concurrently, the surrender ceremony took place aboard Halsey's flagship, the battleship Missouri, crowded with representatives of the United Nations that had participated in the Pacific War.  General MacArthur presided over the epoch-making ceremony, and with the following words he inaugurated the proceedings which would ring down the curtain of war in the Pacific “We are gathered here, representatives of the major warring powers, to conclude a solemn agreement whereby peace may be restored. The issues, involving divergent ideals and ideologies, have been determined on the battlefields of the world and hence are not for our discussion or debate. Nor is it for us here to meet, representing as we do a majority of the people of the earth, in a spirit of distrust, malice or hatred. But rather it is for us, both victors and vanquished, to rise to that higher dignity which alone befits the sacred purposes we are about to serve, committing all our peoples unreservedly to faithful compliance with the understandings they are here formally to assume. It is my earnest hope, and indeed the hope of all mankind, that from this solemn occasion a better world shall emerge out of the blood and carnage of the past — a world dedicated to the dignity of man and the fulfillment of his most cherished wish for freedom, tolerance and justice. The terms and conditions upon which surrender of the Japanese Imperial Forces is here to be given and accepted are contained in the instrument of surrender now before you…”.  The Supreme Commander then invited the two Japanese plenipotentiaries to sign the duplicate surrender documents : Foreign Minister Shigemitsu, on behalf of the Emperor and the Japanese Government, and General Umezu, for the Japanese Imperial General Headquarters. He then called forward two famous former prisoners of the Japanese to stand behind him while he himself affixed his signature to the formal acceptance of the surrender : Gen. Jonathan M. Wainwright, hero of Bataan and Corregidor and Lt. Gen. Sir Arthur E. Percival, who had been forced to yield the British stronghold at Singapore. General MacArthur was followed in turn by Admiral Nimitz, who signed on behalf of the United States. Alongside the recently liberated Generals Wainwright and Percival, who had been captured during the Japanese conquest of the Philippines and Singapore respectively, MacArthur then signed the surrender documents, followed by Admiral Nimitz and representatives of the other United Nations present. The Instrument of Surrender was completely signed within twenty minutes. Shortly afterwards, MacArthur broadcast the announcement of peace to the world, famously saying, “Today the guns are silent.” Immediately following the signing of the surrender articles, the Imperial Proclamation of capitulation was issued, commanding overseas forces to cease hostilities and lay down their arms; however, it would take many days, and in some cases weeks, for the official word of surrender to be carried along Japan's badly disrupted communications channels. Various devices were employed by American commanders to transmit news of final defeat to dispersed and isolated enemy troops, such as plane-strewn leaflets, loudspeaker broadcasts, strategically placed signboards, and prisoner-of-war volunteers. Already, the bypassed Japanese garrison at Mille Atoll had surrendered on August 22; yet the first large-scale surrender of Japanese forces came on August 27, when Lieutenant-General Ishii Yoshio surrendered Morotai and Halmahera to the 93rd Division. On August 30, a British Pacific Fleet force under Rear-Admiral Cecil Harcourt entered Victoria Harbour to begin the liberation of Hong Kong; and the following day, Rear-Admiral Matsubara Masata surrendered Minami-Torishima. In the Marianas, the Japanese commanders on Rota and Pagan Islands relinquished their commands almost simultaneously with the Tokyo Bay ceremony of September 2. Later that day, the same was done by Lieutenant-General Inoue Sadae in the Palaus and by Lieutenant-General Mugikura Shunzaburo and Vice-Admiral Hara Chuichi at Truk in the Carolines. Additionally, as part of Operation Jurist, a British detachment under Vice-Admiral Harold Walker received the surrender of the Japanese garrison on Penang Island. In the Philippines, local commanders in the central Bukidnon Province, Infanta, the Bataan Peninsula, and the Cagayan Valley had already surrendered by September 2. On September 3, General Yamashita and Vice-Admiral Okawachi Denshichi met with General Wainwright, General Percival, and Lieutenant-General Wilhelm Styer, Commanding General of Army Forces of the Western Pacific, to sign the formal surrender of the Japanese forces in the Philippines. With Yamashita's capitulation, subordinate commanders throughout the islands began surrendering in increasing numbers, though some stragglers remained unaware of the capitulation. Concurrently, while Yamashita was yielding his Philippine forces, Lieutenant-General Tachibana Yoshio's 109th Division surrendered in the Bonins on September 3. On September 4, Rear-Admiral Sakaibara Shigematsu and Colonel Chikamori Shigeharu surrendered their garrison on Wake Island, as did the garrison on Aguigan Island in the Marianas. Also on September 4, an advanced party of the 24th Corps landed at Kimpo Airfield near Keijo to prepare the groundwork for the occupation of South Korea; and under Operation Tiderace, Mountbatten's large British and French naval force arrived off Singapore and accepted the surrender of Japanese forces there. On September 5, Rear-Admiral Masuda Nisuke surrendered his garrison on Jaluit Atoll in the Marshalls, as did the garrison of Yap Island. The overall surrender of Japanese forces in the Solomons and Bismarcks and in the Wewak area of New Guinea was finally signed on September 6 by General Imamura Hitoshi and Vice-Admiral Kusaka Jinichi aboard the aircraft carrier Glory off Rabaul, the former center of Japanese power in the South Pacific. Furthermore, Lieutenant-General Nomi Toshio, representing remaining Japanese naval and army forces in the Ryukyus, officially capitulated on September 7 at the headquarters of General Stilwell's 10th Army on Okinawa. The following day, Tokyo was finally occupied by the Americans, and looking south, General Kanda and Vice-Admiral Baron Samejima Tomoshige agreed to travel to General Savige's headquarters at Torokina to sign the surrender of Bougainville. On September 8, Rear-Admiral Kamada Michiaki's 22nd Naval Special Base Force at Samarinda surrendered to General Milford's 7th Australian Division, as did the Japanese garrison on Kosrae Island in the Carolines. On September 9, a wave of surrenders continued: the official capitulation of all Japanese forces in the China Theater occurred at the Central Military Academy in Nanking, with General Okamura surrendering to General He Yingqin, the commander-in-chief of the Republic of China National Revolutionary Army; subsequently, on October 10, 47 divisions from the former Imperial Japanese Army officially surrendered to Chinese military officials and allied representatives at the Forbidden City in Beijing. The broader context of rehabilitation and reconstruction after the protracted war was daunting, with the Nationalists weakened and Chiang Kai-shek's policies contributing to Mao Zedong's strengthened position, shaping the early dynamics of the resumption of the Chinese Civil War. Meanwhile, on September 9, Hodge landed the 7th Division at Inchon to begin the occupation of South Korea. In the throne room of the Governor's Palace at Keijo, soon to be renamed Seoul, the surrender instrument was signed by General Abe Nobuyuki, the Governor-General of Korea; Lieutenant-General Kozuki Yoshio, commander of the 17th Area Army and of the Korean Army; and Vice-Admiral Yamaguchi Gisaburo, commander of the Japanese Naval Forces in Korea. The sequence continued with the 25th Indian Division landing in Selangor and Negeri Sembilan on Malaya to capture Port Dickson, while Lieutenant-General Teshima Fusataro's 2nd Army officially surrendered to General Blamey at Morotai, enabling Australian occupation of much of the eastern Dutch East Indies. On September 10, the Japanese garrisons on the Wotje and Maloelap Atolls in the Marshalls surrendered, and Lieutenant-General Baba Masao surrendered all Japanese forces in North Borneo to General Wootten's 9th Australian Division. After Imamura's surrender, Major-General Kenneth Eather's 11th Australian Division landed at Rabaul to begin occupation, and the garrison on Muschu and Kairiru Islands also capitulated. On September 11, General Adachi finally surrendered his 18th Army in the Wewak area, concluding the bloody New Guinea Campaign, while Major-General Yamamura Hyoe's 71st Independent Mixed Brigade surrendered at Kuching and Lieutenant-General Watanabe Masao's 52nd Independent Mixed Brigade surrendered on Ponape Island in the Carolines. Additionally, the 20th Indian Division, with French troops, arrived at Saigon as part of Operation Masterdom and accepted the surrender of Lieutenant-General Tsuchihashi Yuitsu, who had already met with Viet Minh envoys and agreed to turn power over to the Democratic Republic of Vietnam.  When the Japanese surrendered to the Allies on 15 August 1945, the Viet Minh immediately launched the insurrection they had prepared for a long time. Across the countryside, “People's Revolutionary Committees” took over administrative positions, often acting on their own initiative, and in the cities the Japanese stood by as the Vietnamese took control. By the morning of August 19, the Viet Minh had seized Hanoi, rapidly expanding their control over northern Vietnam in the following days. The Nguyen dynasty, with its puppet government led by Tran Trong Kim, collapsed when Emperor Bao Dai abdicated on August 25. By late August, the Viet Minh controlled most of Vietnam. On 2 September, in Hanoi's Ba Dinh Square, Ho Chi Minh proclaimed the independence of the Democratic Republic of Vietnam. As the Viet Minh began extending control across the country, the new government's attention turned to the arrival of Allied troops and the French attempt to reassert colonial authority, signaling the onset of a new and contentious phase in Vietnam's struggle.  French Indochina had been left in chaos by the Japanese occupation. On 11 September British and Indian troops of the 20th Indian Division under Major General Douglas Gracey arrived at Saigon as part of Operation Masterdom. After the Japanese surrender, all French prisoners had been gathered on the outskirts of Saigon and Hanoi, and the sentries disappeared on 18 September; six months of captivity cost an additional 1,500 lives. By 22 September 1945, all prisoners were liberated by Gracey's men, armed, and dispatched in combat units toward Saigon to conquer it from the Viet Minh, later joined by the French Far East Expeditionary Corps, established to fight the Japanese arriving a few weeks later. Around the same time, General Lu Han's 200,000 Chinese National Revolutionary Army troops of the 1st Front Army occupied Indochina north of the 16th parallel, with 90,000 arriving by October; the 62nd Army came on 26 September to Nam Dinh and Haiphong, Lang Son and Cao Bang were occupied by the Guangxi 62nd Army Corps, and the Red River region and Lai Cai were occupied by a column from Yunnan. Lu Han occupied the French governor-general's palace after ejecting the French staff under Sainteny. Consequently, while General Lu Han's Chinese troops occupied northern Indochina and allowed the Vietnamese Provisional Government to remain in control there, the British and French forces would have to contest control of Saigon. On September 12, a surrender instrument was signed at the Singapore Municipal Building for all Southern Army forces in Southeast Asia, the Dutch East Indies, and the eastern islands; General Terauchi, then in a hospital in Saigon after a stroke, learned of Burma's fall and had his deputy commander and leader of the 7th Area Army, Lieutenant-General Itagaki Seishiro, surrender on his behalf to Mountbatten, after which a British military administration was formed to govern the island until March 1946. The Japanese Burma Area Army surrendered the same day as Mountbatten's ceremony in Singapore, and Indian forces in Malaya reached Kuala Lumpur to liberate the Malay capital, though the British were slow to reestablish control over all of Malaya, with eastern Pahang remaining beyond reach for three more weeks. On September 13, the Japanese garrisons on Nauru and Ocean Islands surrendered to Brigadier John Stevenson, and three days later Major-General Okada Umekichi and Vice-Admiral Fujita Ruitaro formally signed the instrument of surrender at Hong Kong. In the meantime, following the Allied call for surrender, Japan had decided to grant Indonesian independence to complicate Dutch reoccupation: Sukarno and Mohammad Hatta signed Indonesia's Proclamation of Independence on August 17 and were appointed president and vice-president the next day, with Indonesian youths spreading news across Java via Japanese news and telegraph facilities and Bandung's news broadcast by radio. The Dutch, as the former colonial power, viewed the republicans as collaborators with the Japanese and sought to restore their colonial rule due to lingering political and economic interests in the former Dutch East Indies, a stance that helped trigger a four-year war for Indonesian independence. Fighting also erupted in Sumatra and the Celebes, though the 26th Indian Division managed to land at Padang on October 10. On October 21, Lieutenant-General Tanabe Moritake and Vice-Admiral Hirose Sueto surrendered all Japanese forces on Sumatra, yet British control over the country would dwindle in the ensuing civil conflict. Meanwhile, Formosa (Taiwan) was placed under the control of the Kuomintang-led Republic of China by General Order No. 1 and the Instrument of Surrender; Chiang Kai-shek appointed General Chen Yi as Chief Executive of Taiwan Province and commander of the Taiwan Garrison Command on September 1. After several days of preparation, an advance party moved into Taihoku on October 5, with additional personnel arriving from Shanghai and Chongqing between October 5 and 24, and on October 25 General Ando Rikichi signed the surrender document at Taipei City Hall. But that's the end for this week, and for the Pacific War.  Boy oh boy, its been a long journey hasn't it? Now before letting you orphans go into the wild, I will remind you, while this podcast has come to an end, I still write and narrate Kings and Generals Eastern Front week by week and the Fall and Rise of China Podcasts. Atop all that I have my own video-podcast Echoes of War, that can be found on Youtube or all podcast platforms. I really hope to continue entertaining you guys, so if you venture over to the other podcasts, comment you came from here! I also have some parting gifts to you all, I have decided to release a few Pacific War related exclusive episodes from my Youtuber Membership / patreon at www.patreon.com/pacificwarchannel. At the time I am writing this, over there I have roughly 32 episodes, one is uploaded every month alongside countless other goodies. Thank you all for being part of this long lasting journey. Kings and Generals literally grabbed me out of the blue when I was but a small silly person doing youtube videos using an old camera, I have barely gotten any better at it. I loved making this series, and I look forward to continuing other series going forward! You know where to find me, if you have any requests going forward the best way to reach me is just comment on my Youtube channel or email me, the email address can be found on my youtube channel. This has been Craig of the Pacific War Channel and narrator of the Pacific war week by week podcast, over and out!

Garou & Jason Derulo - Au plaisir de ton corps by alfreD oRtega roSa

What's the real state of the Church today—and how is The Salvation Army positioned within it? Jim Sparks, Western Territorial Mission Strategist, joins Christin Thieme to unpack surprising new data about spiritual commitment in America, why Gen Z and Millennials are leading a revival, and how corps can connect with people who are open to Jesus but hesitant about organized religion. EPISODE SHOWNOTES: Read more. BE AFFIRMED. Get the Good Words email series. JOIN THE HOPEFULS. Get inside the group. WHAT'S YOUR CAUSE? Take our quiz. BE INSPIRED. Follow us on Instagram. DO GOOD. Give to The Salvation Army.  

L'Australie a révélé que le Corps des gardiens de la révolution islamique était à l'origine de deux attentats antisémites en Australie en 2024. La découverte d'un réseau, dirigé par l'Iran, a conduit à l'expulsion de l'ambassadeur iranien à Canberra et au renvoi des diplomates australiens de Téhéran.

➡️ RÉSUMÉ: Ce verset pose deux questions fondamentales : Peut-on être baptisé sans appartenir à l’Église ? Peut-on appartenir à l’Église sans être baptisé ? Dans cette prédication nous explorerons le lien entre le baptême d'eau, le baptême de l'Esprit et l'entrée dans l'Église. Ce verset permet de faire des distinctions importantes qui sont à la base de différentes compréhensions chrétiennes au sujet du baptême, de la régénération et de l'Église. PLAN: 1. Le baptême de l'Esprit et l'Église invisible 2. Le baptême d'eau et l'Église visible QUESTIONS: 1. Quelle comparaison peut-on faire entre le mariage et le baptême? 2. Qu'est-ce que l'Église visible et invisible? 3. Qu'est-ce que le baptême d'eau et de l'Esprit? 4. Quel est le lien entre le baptême de l'Esprit et l'Église invisible? 5. Quel est le lien entre le baptême d'eau et l'Église visible? Lectures complémentaires: Romains 6 ; Galates 3.26–29 Prédicateur : Pascal Denault

In this second episode of “Stone by Stone,” a new “Inside the Castle” podcast series, we talk with Frannie Bui, the National Hurricane Program Manager for the National Planning Center of Expertise for Coastal Storm Risk Management, which is located in the Corps' Baltimore District. Listen as Bui discusses hurricanes preparedness, the National Hurricane Program and the 20th anniversary of Hurricane Katrina. The National Hurricane Program is a federal interagency partnership between the Corps, the Federal Emergency Management Agency, and the National Oceanic and Atmospheric Administration. The program provides tools and resources to plan, prepare for and manage risk against hurricanes, delivers comprehensive hurricane evacuation training and technical support to partners and provides real-time information and guidance to state and local emergency managers in support of their hurricane evacuation decisions during hurricane approach. The “Stone by Stone” series is bite size in scope, providing listeners with a shorter, focused update on critical U.S. Army Corps of Engineers-related issues impacting our nation. The “Inside the Castle” podcast goes behind castle doors to have real conversations with real people about solving the nation's toughest challenges.

    Army neurosurgeon LTC Ryan Morton, MD, takes us on an extraordinary journey through his military medicine career, sharing insights and personal stories that shaped his path. From the influence of his father's military service and choosing the ROTC HPSP route to fund his education at Notre Dame, to his pivotal decision to pursue neurosurgery over cardiology, Dr. Morton's narrative is both inspiring and enlightening. His experiences in building a neuro-neurosurgery program and witnessing the advancements in trauma and stroke care over the past decade provide a unique perspective on both the challenges and triumphs in military medicine.     Discover the groundbreaking work at Brooke Army Medical Center, where Dr. Morton played a key role in expanding stroke care capabilities and performed the center's first thrombectomies. His dedication to maintaining his skills through moonlighting and exploring endovascular techniques for battlefield applications underscores the complexity of military neurosurgery. One particularly impactful case involving an active-duty pilot with a large arterial venous malformation highlights the crucial balance between medical risks and personal aspirations, offering a poignant look at the decision-making processes in such high-stakes scenarios.      As Dr. Morton reflects on his training at major trauma centers like Harborview, which ignited his passion for trauma care, he also shares his vision for the future of Army military neurosurgery. Emphasizing mission readiness and comprehensive training for neurosurgeons, he highlights the importance of partnerships between military and civilian centers. With excitement about enhanced stroke care capabilities and a hopeful outlook on the evolving landscape of neurosurgery, Dr. Morton provides valuable insights into how experience and high-quality studies will continue to shape the field.   Chapters: (00:04) Military Neurosurgery (11:11) Endovascular Neurosurgery in Military Medicine (20:28) Traumatic Brain Injury Management Overview (33:54) Evolution of Military Neurosurgery   Chapter Summaries: (00:04) Military Neurosurgery     Army neurosurgeon Dr. Ryan Morton shares his journey and experiences in building a neuro-neurosurgery program, inspired by his military upbringing and chance encounter with neurosurgery during medical school.   (11:11) Endovascular Neurosurgery in Military Medicine    Expanding stroke care at Brook Army Medical Center, performing first thrombectomies, potential for endovascular neurosurgery on battlefield, and operating on complex AVM case.   (20:28) Traumatic Brain Injury Management Overview    Neurosurgery's critical role in trauma care, prioritizing cases based on severity, collaboration with trauma teams, and criteria for operative intervention.   (33:54) Evolution of Military Neurosurgery    Military neurosurgery's evolution, trauma care training, role in combat zones, and potential for enhanced stroke care.   Take Home Messages: Pathway to Military Medicine: The journey into military medicine can be deeply influenced by personal experiences and family backgrounds. Choosing pathways like the ROTC, HPSP route can provide valuable opportunities to fund education while also serving one's country.   Advancements in Military Neurosurgery: Over the past decade, significant advancements have been made in military neurosurgery, particularly in the fields of trauma and stroke care. Building specialized programs within military medical centers is crucial for keeping up with these developments.   Importance of Interdisciplinary Collaboration: The successful management of traumatic brain injuries and other complex neurosurgical cases often requires close collaboration between neurosurgeons and trauma teams. This synergy allows for effective handling of polytrauma patients and simultaneous surgical interventions.   Endovascular Techniques in Combat Zones: The potential application of endovascular neurosurgery techniques on the battlefield offers promising possibilities for managing traumatic injuries. Maintaining and expanding stroke care capabilities within military medical centers is vital for both civilian and military patient outcomes.   Future Vision for Military Neurosurgery: Ensuring mission readiness and comprehensive training for neurosurgeons is essential for the future of military medicine. Strengthening partnerships between military and civilian centers, as well as leveraging the reserves, can help maintain high standards of care and enhance neurosurgical capabilities in combat zones.   Episode Keywords: Military neurosurgery, Army neurosurgeon, Dr. Ryan Morton, stroke care, trauma care, Brooke Army Medical Center, thrombectomies, endovascular techniques, battlefield medicine, military-civilian partnerships, ROTC, HPSP, Notre Dame, interventional neurosurgery, traumatic brain injury, Harborview, Madigan, combat zones, mission readiness, pioneering stroke care, medical advancements, neurosurgical excellence, WarDocs podcast   Hashtags: #MilitaryMedicine #Neurosurgery #ArmyNeurosurgeon #StrokeCare #TraumaCare #EndovascularSurgery #BrookeArmyMedicalCenter #CombatMedicine #MedicalInnovation #WarDocsPodcast     Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

Et si ton corps essayait de te dire quelque chose ?Dans cet épisode, tu vas découvrir :✨ Pourquoi ton corps “hausse la voix” quand tu ne l'écoutes plus✨ Les signaux subtils qui révèlent ton état intérieurLes cours Miftah ouvrent leurs portes.

It's been said that exposure births a burden. In this episode, Micaela Fedosa, Angie Clark, and Brianna Sellers share stories and testimonies about Apostolic Youth Corps trips and changing students' lives by giving them a burden to reach the world. Plus, one of them learned to look out for lizards.Find all your youth ministry resources at ⁠⁠⁠⁠EducateandEngage.com.⁠⁠⁠

durée : 00:44:23 - Ma différence à moi - par : Giulia Foïs - Giulia Foïs donne la parole aux personnes dont le corps ne correspond pas aux normes sociétales. Lou raconte sa longue quête et ce qu'ont représenté l'appropriation et l'acceptation de sa propre transidentité face aux violences de la transphobie et du mégenrage. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

My guest is Yancey Strickler. We discuss the theory and practice of content moderation on big platforms. Today, the “terms of service” also necessarily set the parameters of debate and have profound downstream effects on political reality. Later on, we discuss Yancy's background as a music critic, his early online record label and his unconventional path to becoming a co-founder of Kickstarter. We breakdown the incentives of platforms to forecast what comes next. At the end of this episode, we discuss a new project called A-Corps. A-Corps are a lightweight co-operative model for creatives. (TLDR: your band can be an artist co-op.) It's not software — it's law. We get into the hard numbers around this and share some war stories about creative life without health insurance. www.patreon.com/joshuacitarella joshuacitarella.substack.com/subscribe

On this episode of the Talkin' Crazy Podcast, Meech sits down once again with Peezy for a raw, unfiltered conversation about the heartbreak and pressure of recruiting duty — and why quitting has become celebrated instead of challenged.From buying poolees food and clothes, to teaching them math, to missing dinner with their own families just to invest in kids who later quit, recruiters carry burdens most Marines will never understand. Meech and Peezy expose the reality behind the uniform: the pain of discharges, the lack of empathy in the ranks, and the toxic culture of Marines publicly tearing each other down instead of lifting each other up.This isn't just about recruiting — it's about accountability, leadership, and a generation that confuses adversity with failure. If you've ever wanted the truth about why recruiting duty is the hardest fight in the Corps, this is the episode you can't miss.@meech.speaks @gysgtparhm_usmcLet our sponsor BetterHelp connect you to a therapist who can support you - all from the comfort of your own home. Visit https://betterhelp.com/meechspeaks and enjoy a special discount on your first month.

    Retired Major General Paul Friedrichs, MD, offers a unique perspective on military leadership principles through the lens of healthcare, drawing from his extensive service, including his role as the inaugural director of the White House Office on Pandemic Preparedness and Response Policy. Listen as Paul emphasizes the significance of keeping patients at the core of healthcare efforts and the profound impact of expressing gratitude to medical teams. He recounts a powerful experience from Fallujah that highlights the importance of distinguishing between tough days and routine challenges in medical leadership, all while embracing the privilege of serving others.     The unpredictable world of military medicine serves as a backdrop for our discussion on the necessity of adaptability and innovation in times of crisis, whether natural or political. Paul stresses the importance of mentorship and support networks in navigating leadership roles and recommends insightful reads such as "The Servant" and "Coral and Brass," which offer valuable leadership perspectives. Join us as we foster engagement with our WarDocs community, invite listeners to connect with us on social media, and explore more enriching content from esteemed guests committed to enhancing patient care and effective healthcare delivery.   Chapters: (00:04) Military Leadership Principles and Experiences (11:22) Leadership Principles and Personal Experiences (18:04) Engaging Leadership Insights and Updates   Take Home Messages: Patient-Centric Leadership: Emphasizing the importance of keeping patients at the center of healthcare efforts, the episode underscores how maintaining a patient-focused approach can guide effective leadership and improve healthcare delivery.   Gratitude and Team Acknowledgment: The discussion highlights the power of expressing gratitude to medical teams, noting that simple acknowledgments can boost morale and reinforce a positive working environment in challenging healthcare settings.   Adaptability in Crisis: The podcast explores the necessity of adaptability and innovation in responding to unexpected events, whether natural disasters or political upheavals, underscoring the value of flexibility in leadership roles.   Mentorship and Support Networks: The significance of mentorship and strong support networks is stressed as crucial for navigating the complexities of leadership, providing guidance and shared wisdom in decision-making processes.   Leadership Literature: The episode recommends insightful reads like "The Servant" and "Coral and Brass" to offer listeners diverse perspectives on leadership, focusing on collective efforts and overcoming internal and external challenges within a military context.   Episode Keywords: Military leadership, healthcare insights, Paul Friedrichs, White House Office on Pandemic Preparedness, military medicine, crisis management, patient-centered care, gratitude in healthcare, leadership lessons, adaptability in crisis, War Docs podcast, mentorship in leadership, healthcare innovation, combat experiences, leadership challenges, effective healthcare delivery, medical leadership principles, enriching content, military wisdom   Hashtags: #MilitaryLeadership #HealthcareInnovation #LeadershipLessons #PaulFriedrichs #WarDocsPodcast #HealthcareHeroes #MentorshipMatters #PatientCenteredCare #CrisisManagement #GratitudeInLeadership    Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

Marine Corps Veteran Roger Michael Hall pulls no punches in this episode of Urban Valor. From 2017–2022, Roger served as an infantry mortarman (0341) — but this isn't the recruiting poster version of the Corps. This is the truth about months living on a Navy ship, crammed into tight berthing spaces, working long hours, and finding ways to stay sane in a floating steel city.Roger shares it all: wild overseas port calls, boot camp fights, grueling Mountain Warfare training, and the mental grind of deployment life at sea with hundreds of Marines shoulder-to-shoulder. He opens up about the moments that made him question why he joined — and the experiences that shaped who he is today.If you've ever wondered what Marine Corps life aboard a Navy ship is really like, this is the story no one tells!