Podcast appearances and mentions of George Marshall

In this special historical episode of the 46 of 46 Podcast, we go deep into the untold story of the very first Adirondack 46ers—Bob and George Marshall, and their legendary guide, Herb Clark.Step back to the early 1900s and follow the trio's rugged, awe-inspiring journey through the Adirondack wilderness—long before GPS, marked trails, or hiking apps.Join the next GREAT RANGE ATHLETE 6-week challenge and get in mountain-hiking shape in just 6 weeks from your local gym or your house. Learn more about the Great Range Athlete Team Program HEREFollow on Instagram & Facebook:@46of46podcast@jamesappleton46Get my books:1.) The Adirondack 46 in 18 Hikes: The Complete Guide to Hiking the High Peaks 2.) Adirondack Campfire Stories: Tales and Folklore from Inside the Blue LineLooking for custom help to improve your both your fitness for hiking, disicpline, and daily habits? Work with James 1-on-1 to become fit for the trail and llife. Book a free strategy call with James to learn more about his 1-on-1 coaching program, SEEK TO DO MORE at www.seektodomore.com Visit my other websites:www.46OUTDOORS.comwww.46OF46.com

Dr. Jonathan Abel sits down with Dr. Bill Nance to discuss how the US Army prepared for World War II. They begin with the period of austerity in the 1920s and the three competing Army missions in the Philippines, on the Mexican border, and training at home. They move through the era of rising tensions in the 1930s as George Marshall worked to build cadres for a future conscript army. They conclude by examining the early years of the war and how that system came to fruition to provide the armies that won the war for the US. “History is only a confused heap of facts.” – Philip Dormer Stanhope, Earl of Chesterfield Host: Dr. Jonathan Abel, CGSC DMHDMH Podcast Team: Drs. Jonathan Abel, Mark Gerges, and Bill NanceArtwork: Daniel O. NealMusic: SSG Noah Taylor, West Point Band

TVC 687.3: Peter Ford, son of screen legends Glenn Ford  and Eleanor Powell and the author of Glenn Ford: A Life, talks to Ed about how his dad used his star power to hire directors and actors on Cade's County (CBS, 1971-1972) with whom he'd worked before, including George Marshall, Leo Penn, Edgar Buchanan, Barbara Rush, and Broderick Crawford; how James Woods saved Peter's life in 1976 while the two of them filmed a scene together for “Sins of Thy Father,” an episode of Barnaby Jones; and some of the notable people who hired Peter during his twenty-year career as a building contractor, including Don Simpson, Frank Gehry, Blake Edwards, George Clooney, Sally Kellerman, Mary Kay Place, and Steve Tisch. Glenn Ford: A Life is available wherever books are sold through University of Wisconsin Press.

Comedy and Westerns on a ThursdayFirst a look at this day in History.Then The Screen Directors Playhouse, originally broadcast April 3, 1949, 76 years ago, Ghost Breakers starring Bob Hope. Based on the 1940 American mystery/horror comedy film directed by George Marshall and starring Bob Hope.  A radio broadcaster, his quaking manservant and an heiress investigate the mystery of a haunted castle in Cuba.Followed by The Joan Davis Show, originally broadcast April 3, 1948,  77 years ago, Is Joan Married to John Payne?  Joan has bragged to her old friend that she's married to John Payne...and now she's got to deliver!Then Gunsmoke starring William Conrad, originally broadcast April 3, 1954, 71 years ago, Mr. and Mrs. Amber.  After Neil Amber is caught stealing seeds from the General Store, Pete Fletcher, a wealthy rancher, accuses Amber's wife of stealing one of his calves.Followed by Have Gun Will Travel starring John Dehner, originally broadcast April 3, 1960, 65 years ago, Shanghai is a Verb.  Hey Boy has disappeared from the Barbary Coast. Bubonic plague and a shanghai ensue. Finally Lum and Abner, originally broadcast April 3, 1942, 83 years ago, RKO Studios Premiere.   Here's a suggestion for what to do with the $10,000: everyone in Pine Ridge (including Clark Gable and Grover Cleveland!) wants a new pinball machine! The new Lum and Abner movie ("The Bashful Bachelor") is about to premiere. Find the movie on YouTube here…  https://youtu.be/ANsf_axGe6g?si=m_W__6fkvwjv4jwaThanks to Sean for supporting our podcast by using the Buy Me a Coffee function at http://classicradio.streamFind the Family Fallout Shelter Booklet Here: https://www.survivorlibrary.com/library/the_family_fallout_shelter_1959.pdfhttps://wardomatic.blogspot.com/2006/11/fallout-shelter-handbook-1962.htmlAnd more about the Survive-all Fallout Sheltershttps://conelrad.blogspot.com/2010/09/mad-men-meet-mad-survive-all-shelter.html

A podcast exploring emotions, sustainability and positive action, with Professor Rosie RobisonFeeling overwhelmed by climate change? In the second edition of this podcast, ARU Professor of Social Sustainability Rosie Robison explores why the obvious action may not always be the most helpful one, when it comes to managing our feelings about climate change. Joined by child and adolescent therapist Deb Lane and activist Manda Brookman, they explore the role of emotion in sparking meaningful action. By the end of the episode, you might just discover some surprising reasons to feel more positive. Dive deeper into these conversations on Rosie's website: www.begreenchange.com (https://www.begreenchange.com)Details of books mentioned in this episode: “Don't even think about it, why our brains are wired to ignore climate change” by George Marshall; “Wilful Blindness” by Margaret Heffernan; “Rocking the boat” by Debra Meyerson. Event presented as part of the Cambridge Festival (https://www.aru.ac.uk/events/cambridge-festival) .For an accessible version of this episode watch on ⁠YouTube⁠ (⁠https://youtu.be/GT3CLkmnr3M⁠)Listen to the previous episode: Spotify (https://open.spotify.com/episode/5qYGeL9nHn2rQkKtEYeqNZ?si=bd78f159bf2e49c7) and Apple Podcasts (https://podcasts.apple.com/gb/podcast/how-to-feel-better-about-climate-change/id1469428173?i=1000673577274).Production: Rosie Robison and Rowan JamesSound recording and editing: Rowan James

On April 3, 1948, President Harry Truman signed the Economic Recovery Act of 1948, aka the Marshall Plan. Named after Secretary of State George Marshall, who in 1947 proposed that the United States provide economic assistance to restore the economic infrastructure of postwar Europe, the Plan contributed $13.3 billion in aid to 16 European nations between 1948 and 1951. The successful design, planning and execution of the Plan has been a role model for several development plans across the globe.

Presenting the kick off of the 56th year of our annual Perspectives in Military History Lecture series with author Mr. Ted Aldrich. Mr. Aldrich will discuss his new book, The Partnership: George Marshall, Henry Stimson, and the Extraordinary Collaboration That Won World War II, that captures the insightful revelations regarding the major roles played by General George C. Marshall and Henry L. Stimson to prepare America for war and ensure the Allies' victory in World War II.   Ted Aldrich, a career-long New York-based commodity and trade finance banker, has had a lifelong passion for history. The book has received critical acclaim from historians such as Walter Isaacson, Kai Bird, and Evan Thomas, and his talk features engaging stories about the lives and partnership of Stimson, Marshall, and the Allied leaders they worked with, including President Franklin D. Roosevelt, Winston Churchill, and general officers Dwight D. Eisenhower, George S. Patton Jr, Douglas MacArthur, and Omar N. Bradley.

We're reasonably good at imagining what nuclear war would be like (although it'd probably be even worse than that). But it's not the same for most other complicated, really really scary risks. Eg: the UK government is still not taking seriously the risk of another pandemic - and that's despite the fact we LITERALLY JUST HAD ONE, GUYS.  And it's the same for climate change - with knobs on. For sure, our politicians, banks and cultures just aren't ready for the climate-clusterfudge. But if you're anything like me, there's a limit to how much of it you can take into your overloaded little brain as well. Why? Are we just not evolved for it? Are we doomed to sail merrily into a storm we don't want to see coming?  No, says this episode's guest, the fab Laurie Laybourn from the Strategic Climate Risk Initiative.  Yes, it's hard to wrap your head around. But Laurie thinks we're very far from doomed - as long as we first understand where we're actually starting from. Listen for a chat that's sometimes vertiginous, sometimes funny, and always inspiring. And you can't say you weren't warned, but here's Threads (1984) on iPlayer. These new-format episodes take a long time to record, script, and edit. If you like it - that'll make me happy. Let me know your thoughts on the show - hello@yourbrainonclimate.com. Please rate, review and subscribe, and share the show on socials. Please consider chucking this humble indie podcaster a few quid at www.patreon.com/yourbrainonclimate. Owl noises = references: 20:48 - Derailment risk: a paper by Laurie and others. 25:50 - 58% of Americans say climate change contributed to the LA wildfires. 26:12 - George Marshall's important book, Don't Even Think About It.36:17 - Normalcy Bias over at the Decision Lab: why we believe nothing bad will happen. 37:05 - Scope insensitivity, courtesy of Wiki. 38:28 - Laurie's report, the Security Blind Spot. 41:13 - The Daily Telegraph's investigation into the pandemic prep exercise too scary to publicise. 41:42 - The UK's under preparedness for Covid, via the BBC. 50:31 - Going Infinite, Michael Lewis's superb book about Sam Bankman-Fried. 51:54 - In 2019 I quit my job live(ish) on Sustainababble #169. The show is hosted and produced by me, Dave Powell, who you can find @powellds on Bluesky and X/Twitter, although I don't use the latter any more. YBOC theme music and iterations thereof, by me.  Show logo by Arthur Stovell at www.designbymondial.com. Other music in this episode by Robertothenice. 

"PREVIEW: GENERALS AND ADMIRALS: Colleague Steve Deal, USN (Ret) examines the selection process for three and four-star commanders - and how this protocol fails to develop leadership for future conflicts. More details to follow." 1944: Ike chosen by George Marshall

George Marshall (born 1964) is a British environmental campaigner, communications specialist and writer. He is the founder of Climate Outreach and is a specialist in climate communication. He is the author of Carbon Detox (2007) and Don't Even Think About It: Why Our Brains Are Wired to Ignore Climate Change (2014). Links ______________________________ Profile: https://uk.linkedin.com/in/climategeorgeIntergroup Conflict Paper: https://onlinelibrary.wiley.com/doi/abs/10.1002/ejsp.3127 Conservative vs Socialist Paper: https://theconversation.com/conservative-governments-protect-more-land-while-socialists-and-nationalists-threaten-more-species-236519 Timestamps ______________________________ 0:00 - Introduction 0:22 - Why psychology is critical to mitigating the impact of climate change 9:33 - How can we communicate more effectively on climate change? 14:29 - Can climate change be addressed as a policy issue, rather than a political issue? 22:07 - Building broader political identities to mobilise action on Climate Change 32:38 - The need for trusted messengers 43:00 - How to push beyond political identities to mobilise action? 51:39 - The weaknesses of climate change as a motivator for action

In an earlier conversation in this series, Evan Thomas discussed his 1986 book, "The Wise Men." There were 6 of them: Messrs. Acheson, Bohlen, Harriman, McCloy, Lovett, and Kennan. In this episode, we asked Edward "Ted" Aldrich to discuss his book titled "The Partnership: George Marshall, Henry Stimson, and the Extraordinary Collaboration That Won World War II." Mr. Aldrich writes: "FDR paired Stimson, as Secretary of War, with Gen. George Marshall, Chief of Staff of the Army, in the summer of 1940 in anticipation of the global war into which all three men knew the United States could shortly be drawn." Learn more about your ad choices. Visit megaphone.fm/adchoices

In an earlier conversation in this series, Evan Thomas discussed his 1986 book, "The Wise Men." There were 6 of them: Messrs. Acheson, Bohlen, Harriman, McCloy, Lovett, and Kennan. In this episode, we asked Edward "Ted" Aldrich to discuss his book titled "The Partnership: George Marshall, Henry Stimson, and the Extraordinary Collaboration That Won World War II." Mr. Aldrich writes: "FDR paired Stimson, as Secretary of War, with Gen. George Marshall, Chief of Staff of the Army, in the summer of 1940 in anticipation of the global war into which all three men knew the United States could shortly be drawn." Learn more about your ad choices. Visit megaphone.fm/adchoices

Far from a sure thing, the Allied victory in World War II was the result of a multitude of factors—especially leadership. On this week's “Leaders and Legends” podcast, we interview Ted Aldrich about his compelling new book “The Partnership: George Marshall, Henry Stimson, and the Extraordinary Collaboration that Won World War II.” The relationship between the Army Chief of Staff and the Secretary of War in the Great Crusade is without a doubt the most important in our country's history. Sponsors• Veteran Strategies• NFP - A leading insurance broker and consultant• Garmong Construction• Crowne Plaza Downtown Indianapolis Historic Union Station About Veteran Strategies‘Leaders and Legends' is brought to you by Veteran Strategies—your local veteran business enterprise specializing in media relations, crisis communications, public outreach, and digital photography. Learn more at www.veteranstrategies.com.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week Harrison will review ""The Blue Dahlia" (1946) starring Alan Ladd and Veronica Lake and directed by George Marshall. This podcast was recorded before our beloved friend David Lowe, the other half of the Face 4 Radio Podcast and The 4KLowedown passed away after losing his fight with cancer. Rest in Peace buddy. #thebluedahlia #alanladd #veronicalake #georgemarshall #reelyoldmovies #VeteransDay David's GoFundMe: https://www.gofundme.com/f/help-the-family-man-david-lowe-beat-cancer?lang=en_US&utm_campaign=fp_sharesheet&utm_medium=customer&utm_source=copy_link Rich's Instagram: https://www.instagram.com/turnerfan77/ Rich's YouTube: https://www.youtube.com/@turnerfan77 Faces 4 Radio Instagram: https://www.instagram.com/faces.for.radio/ Faces 4 Radio YouTube: https://www.youtube.com/channel/UCQSMOwgmFDqHfo_iHARBF3A Buy The Blue Dahlia here: https://a.co/d/afoO57K Join my Discord!: https://discord.gg/VWcP6ge2 Social Media Links: https://linktr.ee/reelyoldmovies

Today I'm taking a look at three very different men with one identical last name - the Marshalls. Each one of them was critical to our nation, and might have become president under different circumstances. I'll investigate and rate each one: John Marshall, Federalist Chief Justice of the Supreme Court George C. Marshall, General and Secretary of State during WWII Thurgood Marshall, first Black justice of the Supreme Court

This is the second in a 2-part series with David Roll, a Washington-based attorney, who has written books on Harry Hopkins, George Marshall, and Louis Johnson. Now comes his fourth book, "Ascent to Power," which focuses on Franklin Roosevelt's final days through the sudden transition to the presidency of Harry Truman. Spanning the years 1944-1948, David Roll's newest book looks at the struggles of a relatively unknown Missouri senator, Harry Truman, who had served the U.S. as vice president for only 82 days before FDR's death on April 12, 1945. Learn more about your ad choices. Visit megaphone.fm/adchoices

This is the second in a 2-part series with David Roll, a Washington-based attorney, who has written books on Harry Hopkins, George Marshall, and Louis Johnson. Now comes his fourth book, "Ascent to Power," which focuses on Franklin Roosevelt's final days through the sudden transition to the presidency of Harry Truman. Spanning the years 1944-1948, David Roll's newest book looks at the struggles of a relatively unknown Missouri senator, Harry Truman, who had served the U.S. as vice president for only 82 days before FDR's death on April 12, 1945. Learn more about your ad choices. Visit megaphone.fm/adchoices

David Roll, a Washington-based attorney, has written books on Harry Hopkins, George Marshall, and Louis Johnson. Now comes his fourth book, "Ascent to Power," which focuses on Franklin Roosevelt's final days through the sudden transition to the presidency of Harry Truman. Spanning the years 1944-1948, David Roll's newest book looks at the struggles of a relatively unknown Missouri senator, Harry Truman, who had served the U.S. as vice president for only 82 days before FDR's death on April 12, 1945. This is the first of a 2-part interview with David Roll. Part two will be posted next week. Learn more about your ad choices. Visit megaphone.fm/adchoices

David Roll, a Washington-based attorney, has written books on Harry Hopkins, George Marshall, and Louis Johnson. Now comes his fourth book, "Ascent to Power," which focuses on Franklin Roosevelt's final days through the sudden transition to the presidency of Harry Truman. Spanning the years 1944-1948, David Roll's newest book looks at the struggles of a relatively unknown Missouri senator, Harry Truman, who had served the U.S. as vice president for only 82 days before FDR's death on April 12, 1945. This is the first of a 2-part interview with David Roll. Part two will be posted next week. Learn more about your ad choices. Visit megaphone.fm/adchoices

See the From the Mic website for great bonus content, including pictures and audio, transcripts, and more. Click here to download the transcript directlyAnd the Country Dance and Song Society for information about Contra and English country dance across the continentShow NotesSound bites featured in this episode (in order of appearance):Clip of George calling the dance Worth the Wait by Dana Parkinson at the Glen Echo Contra Dance in 2012 with music by SwallowtailClip of George calling the dance Salute to Larry Jennings by Ted Sannella and Russell Owen at the Greenfield, MA contra dance in 2011 with music by Wild Asparagus

The Joint Readiness Training Center is pleased to present the sixty-third episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guest is the Deputy Commanding General of United States Army Forces Command, Lieutenant General Stephen Smith.   Forces Command is the largest United States Army command and provider of expeditionary, regionally engaged, campaign-capable land forces to combatant commanders. FORSCOM trains and prepares a combat ready, globally responsive total force in order to build and sustain readiness to meet combatant command requirements. The vision of Forces Command is to provide combat ready and globally responsive total Army forces that are well led, disciplined, trained, and expeditionary that will win in a complex world. Its organizations are expeditionary, campaign focused, and tailorable to provide combatant commanders the required capabilities to be decisive across the range of military operations. They have the Hollywood call-sign of “Freedom” and the motto of “Freedom's Guardian.”   In this episode we discuss the necessity for our leaders and their formations to receive realistic, rigorous, and relevant training for combat across multiple domains as it's key for success on tomorrow's battlefields. Specifically, we look at the battalion through corps echelons requirement for such training as it is essential to prepare soldiers for the complexities of modern warfare across multiple domains. Battalions should focus on integrating small unit tactics with real-time intelligence and cyber capabilities, while brigades emphasize combined arms operations and interoperability with joint and coalition forces. Corps-level training should prioritize strategic planning, large-scale maneuver coordination, and multi-domain command and control to ensure dominance in a contested environment.   In testifying to Congress to justify the expense of a large-scale maneuver just prior to our entry into WWII, General George Marshall stated, “My God, Senator, that's the reason I do it. I want the mistakes down in Louisiana, not over in Europe.” Today we continue this legacy of realistic, rigorous, and relevant training at the DoD's combat training centers, such as the Joint Readiness Training Center. At home-station, this is done through the divisions managing their intensive training cycles and at the battalion and brigade echelons through becoming predictable, through synchronizing the warfighting functions, and set the conditions for subordinate units to succeed.   Part of S01 “The Leader's Laboratory” series.   Don't forget to check-out FORSCOM's social media pages, their handles are ‘U.S. Army Forces Command (FORSCOM)' on Facebook, ‘FORSCOM' on X, and ‘US Army FORSCOM' on Instagram.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

In late July 1944, President Roosevelt met with General Douglas MacArthur and Admiral Chester Nimitz at Pearl Harbor, Hawaii. The future of the war in the Pacific was discussed at this Pearl Harbor Conference, or Pacific Strategy Conference as it is also called. It was not a "real" conference in the sense that it did not include Admiral Ernest King or General George Marshall, but it was a very consequential meeting. Recently, MacArthur Memorial historians Jim Zobel and Amanda Williams sat down to discuss what happened before, during, and after the meeting.Have a comment about this episode? Send us a text message! (Note: we can only read the texts, we can't reply) Follow us on:Twitter: @MacArthur1880; @AEWilliamsClarkFacebook: @MacArthurMemorialwww.macarthurmemorial.org

Jim talks with Samo Burja about lessons military strategists should take from the Russo-Ukrainian War so far. They discuss why military stockpiles are less useful than previously assumed, the scaling up of drone production, the impossibility of envisioning what tech will be needed, 4 factors that caused Russian miscalculation, offensive vs defensive dominance, the possibility of a U.S. military draft, the changing role of conscription, the high average age in Russia & Ukraine, the rapid evolution of drones, a comparison between drone pilots & snipers, the muted relevance of the air force, empty symbols of military strength, the progress of autonomous drones, the reevaluation of civilian casualties with changing tech, the information complexity of drone warfare, the importance of artillery, the need for a new George Marshall figure in the U.S., a war of production, how the Ukraine War can inform the Taiwan situation, the idea of an amphibious assault, autonomous submersible vehicles, and much more. JRS EP 243 - Yaroslav Trofimov on Ukraine's War of Independence JRS EP 221 - George Hotz on Open-Source Driving Assistance Samo Burja is the founder and President of Bismarck Analysis, a consulting firm that specializes in institutional analysis for clients in North America and Europe. Bismarck uses the foundational sociological research that Samo and his team have conducted over the past decade to deliver unique insights to clients about institutional design and strategy. Samo's studies focus on the social and material technologies that provide the foundation for healthy human societies, with an eye to engineering and restoring the structures that produce functional institutions. He has authored articles and papers on his findings. His manuscript, Great Founder Theory, is available online. He is also a Research Fellow at the Long Now Foundation and Senior Research Fellow in Political Science at the Foresight Institute. Samo has spoken about his findings at the World Economic Forum at Davos, Y Combinator's YC 120 conference, the Reboot American Innovation conference in Washington, D.C., and elsewhere. He spends most of his time in California and his native Slovenia.

One does not simply invade Taiwan — but George Marshall once thought long and hard about it. In 1944, in the middle of the island-hopping campaign, American war planners set their sights on Japanese-controlled Formosa. What did the American invasion plan look like? Why did Marshall decide to go another route? What lessons do this and other amphibious invasions hold for Taiwan's current force posture? To discuss, ChinaTalk interviewed US Army Field Artillery Lieutenant Colonel J. Kevin McKittrick, currently at the Air War College in Alabama and a veteran of multiple deployments in Iraq and Afghanistan. Co-hosting today is our resident Taiwan consultant Nicholas Welch. We discuss: The US military's aborted plan to invade Taiwan during WWII; Why bigger is better when it comes to amphibious assaults; What the US got right and the CCP gets wrong about civil-military relations; Taiwan's defense concept, and the opportunities presented by “operational pause”; The awful, unending relevance of traditional artillery in modern war; And why the US doesn't need its own “rocket force” … yet. Outtro music: 被動 (Passive) by 伍佰 Wu Bai&China Blue. Youtube Link. Photo: White House, July 29, 1942. Left to right: Admiral Ernest King, Admiral William Leahy, and General George Marshall. | Wikimedia Commons Learn more about your ad choices. Visit megaphone.fm/adchoices

One does not simply invade Taiwan — but George Marshall once thought long and hard about it. In 1944, in the middle of the island-hopping campaign, American war planners set their sights on Japanese-controlled Formosa. What did the American invasion plan look like? Why did Marshall decide to go another route? What lessons do this and other amphibious invasions hold for Taiwan's current force posture? To discuss, ChinaTalk interviewed US Army Field Artillery Lieutenant Colonel J. Kevin McKittrick, currently at the Air War College in Alabama and a veteran of multiple deployments in Iraq and Afghanistan. Co-hosting today is our resident Taiwan consultant Nicholas Welch. We discuss: The US military's aborted plan to invade Taiwan during WWII; Why bigger is better when it comes to amphibious assaults; What the US got right and the CCP gets wrong about civil-military relations; Taiwan's defense concept, and the opportunities presented by “operational pause”; The awful, unending relevance of traditional artillery in modern war; And why the US doesn't need its own “rocket force” … yet. Outtro music: 被動 (Passive) by 伍佰 Wu Bai&China Blue. Youtube Link. Photo: White House, July 29, 1942. Left to right: Admiral Ernest King, Admiral William Leahy, and General George Marshall. | Wikimedia Commons Learn more about your ad choices. Visit megaphone.fm/adchoices

Rick Howard, N2K CyberWire's Chief Analyst, CSO, and Senior Fellow, commemorates Memorial Day. References: Abraham Lincoln, 1863. The Gettysburg Address [Speech]. Abraham Lincoln Online. Amanda Onion, Original 2009, Updated 2023. Memorial Day 2022: Facts, Meaning & Traditions [Essay]. HISTORY. Brent Hugh, 2021. A Brief History of “John Brown's Body” [Essay]. Digital History. Bob Zeller, 2022. How Many Died in the American Civil War? [Essay]. HISTORY. General George Marshall, 2014. President Lincoln's Letter to Mrs Bixby [Movie Clip - Saving Private Ryan]. YouTube. JOHN LOGAN, 1868. Logan's Order Mandating Memorial Day [Order]. John A. Logan College. John Williams, Chicago Symphony Orchestra, 2012. The People's House: Lincoln (Original Motion Picture Soundtrack) [Song]. Apple Music. John Williams, Chicago Symphony Orchestra, 2012. The Blue and the Grey: Lincoln (Original Motion Picture Soundtrack) [Song]. Apple Music - Web Playe. Livia Albeck-Ripka, 2023. A Brief History of Memorial Day [Essay]. The New York Times. Paul Robeson, 2021. John Brown's Body [Song]. YouTube. Robert Rodat (Writer), Steven Spielberg (Director), Harve Presnell (Actor), 1998. Saving Private Ryan [Movie]. IMDb. Staff, 2020. A Brief Biography of General John A. Logan [Biography]. John A. Logan College. Staff, 2024. Civil War Timeline [WWW Document], American Battlefield Trust. Thomas Jefferson, 1776. Declaration of Independence: [Transcription]. National Archives. Winston Churchil, 1940. Never was so much owed by so many to so few - Winston Churchill Speeches [Speech]. YouTube.

Rick Howard, N2K CyberWire's Chief Analyst, CSO, and Senior Fellow, commemorates Memorial Day. References: Abraham Lincoln, 1863. The Gettysburg Address [Speech]. Abraham Lincoln Online. Amanda Onion, Original 2009, Updated 2023. Memorial Day 2022: Facts, Meaning & Traditions [Essay]. HISTORY. Brent Hugh, 2021. A Brief History of “John Brown's Body” [Essay]. Digital History. Bob Zeller, 2022. How Many Died in the American Civil War? [Essay]. HISTORY. General George Marshall, 2014. President Lincoln's Letter to Mrs Bixby [Movie Clip - Saving Private Ryan]. YouTube. JOHN LOGAN, 1868. Logan's Order Mandating Memorial Day [Order]. John A. Logan College. John Williams, Chicago Symphony Orchestra, 2012. The People's House: Lincoln (Original Motion Picture Soundtrack) [Song]. Apple Music. John Williams, Chicago Symphony Orchestra, 2012. The Blue and the Grey: Lincoln (Original Motion Picture Soundtrack) [Song]. Apple Music - Web Playe. Livia Albeck-Ripka, 2023. A Brief History of Memorial Day [Essay]. The New York Times. Paul Robeson, 2021. John Brown's Body [Song]. YouTube. Robert Rodat (Writer), Steven Spielberg (Director), Harve Presnell (Actor), 1998. Saving Private Ryan [Movie]. IMDb. Staff, 2020. A Brief Biography of General John A. Logan [Biography]. John A. Logan College. Staff, 2024. Civil War Timeline [WWW Document], American Battlefield Trust. Thomas Jefferson, 1776. Declaration of Independence: [Transcription]. National Archives. Winston Churchil, 1940. Never was so much owed by so many to so few - Winston Churchill Speeches [Speech]. YouTube. Learn more about your ad choices. Visit megaphone.fm/adchoices

We tend to look at today's world as a consequence of World War II. Yet, in the first years after that war, there were several directions which the world could have turned. There was a chance that China would not have become communist. There was also a chance that Europe would have become much more communist. A few years ago, Daniel Kurtz-Phelan, the current editor of Foreign Affairs magazine, wrote The China Mission, a book in which he explores the attempt by George Marshall, the architect of the Allies' victory against the Nazis, to bring China closer to America. Find the book: https://wwnorton.com/books/9780393240955 We discuss why this mission failed, how the world could look differently if it had succeeded, and what lessons we can draw from that episode for today's world. We also talk about how Russia's invasion of Ukraine is changing the world now. Daniel Kurtz-Phelan is the Editor of Foreign Affairs. His book The China Mission was published in 2018 and named a best book of the year by The Economist and an editor's pick by the New York Times Book Review. Host: Volodymyr Yermolenko, Ukrainian philosopher, chief editor of UkraineWorld, and president of PEN Ukraine UkraineWorld (ukraineworld.org) is brought to you by Internews Ukraine, one of the largest Ukrainian media NGOs. Listen on various platforms: https://li.sten.to/explaining-ukraine Support us at patreon.com/ukraineworld. We provide exclusive content for our patrons. You can also support our volunteer trips to the frontlines at PayPal: ukraine.resisting@gmail.com.

This week on Sinica, I chat with Sulmaan Wasif Khan, professor of history and international relations at the Fletcher School at Tufts University, about his book The Struggle for Taiwan: A History of America, China, and the Island Caught Between, which comes on May 14.4:28 — The Cairo Agreement6:59 — General George Marshall, George Kennan, and the change in the idea of American trusteeship of Taiwan?17:08 — The debate over the offshore islands of Kinmen and Matsu23:55 — Mao's evolving interest in Taiwan27:49 — The averted crisis of 196232:06 — Peng Ming-min and the Taiwan independence movement37:14 — What changed in 1971?42:51 — The legacy of Chiang Ching-kuo45:14 — The story of Lee Teng-hui52:37 — The change within the Kuomintang1:00:11 — Why Taiwan has become “sacred” for China1:10:26 — Sulmaan's own narrative shift1:13:26 — Chen Shui-bian and the threat of independence referendums1:17:53 — The Sunflower Movement1:25:21 — The causal direction of Taiwan's importance in the U.S.-China relationship1:28:32 — Why the status quo shifted1:30:51 — Drawing parallels between Taiwan and Ukraine1:33:26 — Sulmaan's sources for his book1:35:38 — Agency versus structure1:39:29 — Feedback (so far) on the new book and what's next for SulmaanRecommendations:Sulmaan: Emily Wilson's translation of The Iliad Kaiser: The “My China Priors” series (and other essays), available on the Sinica Substack; Angus Stewart's essay, “Alien Bless You: A Review of Netflix's 3 Body Problem” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Or: how chinwags can save the world. Imagine I could give you a superpower. The ability to make people trust you who currently don't. To help them change their own mind, on their own terms. And to maybe even heal society, perhaps just a little bit. WELL I CAN. It's called 'having a grown up conversation', and it's perhaps the most underrated thing we can all do about climate change.Joining me to talk about all things chatting, nattering and deep canvassing is the charming Alex Evans, founder and director of the charity Larger Us.  We (yes) have a conversation about the best ways to have a good ol' chinwag, why we're all shouting at each other more, and the psychology behind why we perhaps we don't disagree anywhere near as much as we might think. Plenty owl noises this week:--  05:19: Climate Outreach's Britain Talks Climate research toolkit, which is fab in which I have precisely no vested interest whatsoever. -- 11:18: Dave Fleischer's TED Talk about deep canvassing. -- 15:23: George Marshall's brilliant book, Don't Even Think About It. -- 23:55: Bill Bishop came up with the Big Sort idea back in 2004.-- 28:00: Hannah Arendt on totalitarianism, via Wiki. -- 30:52: Bobby Duffy's Divided Britain report. -- 36:30: Oil and gas workers team up with greenies. Your Brain on Climate is a podcast about human psychology vs the climate crisis: what we think, why we think it, and how it all adds up to a planet-sized emergency.  Contact the show:  @brainclimate on Twitter, or hello@yourbrainonclimate.com. Support the show on Patreon: www.patreon.com/yourbrainonclimate. The show is hosted and produced by me, Dave Powell, who you can find @powellds on Twitter.  Original music by me too. Show logo by Arthur Stovell at www.designbymondial.com.  

David L. Roll, author of George Marshall and The Hopkins Touch, joins Daniel Ford on the show to discuss his latest book Ascent to Power: How Truman Emerged from Roosevelt's Shadow and Remade the World. Writer's Bone is proudly sponsored by The Bookshop: Lou's Literary Line, Libro.fm, and Everyday Shakespeare.

Hear from George Marshall, Author of “Don't Even Think About It: Why Our Brains Are Wired To Ignore Climate Change,” as we dive into the psychology of climate change. If you follow this podcast, you probably already have a good understanding of the nature of climate change, the risks it poses and why we need to act decisively and with urgency. But many people don't listen to the podcast, and even if they did, they might think it was a lot of nonsense. Depending on people's worldview, values, and socio-cultural background, the same message can be interpreted in many ways. That's why in today's episode, we're focusing on the psychology of climate change. We'll be exploring questions such as: ·       What is it about the human brain that makes it so hard for us to accept the reality of climate change and take steps to address it? ·       How is it possible that, when presented with overwhelming evidence of climate change, even the evidence of our own eyes, we can still choose to ignore it? ·       And given our biases and shortcomings, how can we still find effective ways to communicate the dangers of climate change to audiences that are typically closed off to receiving those messages? To find out more about the Sustainability and Climate Risk (SCR®) Certificate, follow this link: https://www.garp.org/scr For more information on climate risk, visit GARP's Global Sustainability and Climate Risk Resource Center: https://www.garp.org/sustainability-climate If you have any questions, thoughts, or feedback regarding this podcast series, we would love to hear from you at: climateriskpodcast@garp.com Speaker's Bio George Marshall, Author and Climate Change Communication Expert George is a consultant in the public communication of climate change, and the psychological obstacles to attitude and behaviour change. His key interest is the design of narratives that can build a consensus for climate action across the whole of society. His insights draw on hundreds of focus groups and structured interviews listening to people expressing their hopes, fears and doubts about climate change.  His book “Don't Even Think About It: Why Our Brains Are Wired to Ignore Climate Change”, explores the social and psychological obstacles to climate action. It is currently on its seventh printing and was listed by Esquire as one of the ‘15 essential books on climate change.'

In this Paramount 1946 episode we look at two movies featuring Veronica Lake which otherwise could not be more dissimilar: Miss Susie Slagle's (directed by John Berry), about the trials of pre-WWI Johns Hopkins medical students living in a boarding house presided over by Lillian Gish; and famous Lake/Ladd noir outing, The Blue Dahlia (directed by George Marshall and written by Raymond Chandler). We discuss the potential influence of the leftists involved in making Miss Susie Slagle's on its portrayal of race and gender and debate the amount of damage done to The Blue Dahlia by the studio-mandated change to the plot. And in Fear and Moviegoing in Toronto, we take a brief look at three very different movies: Tarkovsky's Nostalghia (stolen by a German Shepherd), Joseph L. Mankiewicz's A Letter to Three Wives (stolen by Linda Darnell), and Douglas Sirk's All I Desire (starring Barbara Stanwyck).  Time Codes: 0h 00m 35s:      MISS SUSIE SLAGLE'S [dir. John Berry] 0h 27m 06s:      THE BLUE DAHLIA [dir. George Marshall] 0h 48m 13s:      Fear and Moviegoing in Toronto – Nostalghia (1983) by Andrei Tarkovsky; A Letter to Three Wives (1948) by Joseph L. Mankiewicz; and All I Desire (1953) by Douglas Sirk Studio Film Capsules provided by The Paramount Story by John Douglas Eames Additional studio information from: The Hollywood Story by Joel W. Finler                                     +++ * Marvel at our meticulously ridiculous Complete Viewing Schedule for the 2020s * Intro Song: “Sunday” by Jean Goldkette Orchestra with the Keller Sisters (courtesy of The Internet Archive) * Read Elise's latest film piece on Preston Sturges, Unfaithfully Yours, and the Narrative role of comedic scapegoating. * Check out Dave's new Robert Benchley blog – an attempt to annotate and reflect upon as many of the master humorist's 2000+ pieces as he can locate – Benchley Data: A Wayward Annotation Project!  Follow us on Twitter at @therebuggy Write to us at therebuggy@gmail.com   We now have a Discord server - just drop us a line if you'd like to join! 

Thank you very much. Chancellor Kohl, Governing Mayor Diepgen, ladies and gentlemen: Twenty-four years ago, President John F. Kennedy visited Berlin, speaking to the people of this city and the world at the city hall. Well, since then two other presidents have come, each in his turn, to Berlin. And today I, myself, make my second visit to your city.We come to Berlin, we American Presidents, because it's our duty to speak, in this place, of freedom. But I must confess, we're drawn here by other things as well: by the feeling of history in this city, more than 500 years older than our own nation; by the beauty of the Grunewald and the Tiergarten; most of all, by your courage and determination. Perhaps the composer, Paul Lincke, understood something about American Presidents. You see, like so many Presidents before me, I come here today because wherever I go, whatever I do: "Ich hab noch einen koffer in Berlin." [I still have a suitcase in Berlin.]Our gathering today is being broadcast throughout Western Europe and North America. I understand that it is being seen and heard as well in the East. To those listening throughout Eastern Europe, I extend my warmest greetings and the good will of the American people. To those listening in East Berlin, a special word: Although I cannot be with you, I address my remarks to you just as surely as to those standing here before me. For I join you, as I join your fellow countrymen in the West, in this firm, this unalterable belief: Es gibt nur ein Berlin. [There is only one Berlin.]Behind me stands a wall that encircles the free sectors of this city, part of a vast system of barriers that divides the entire continent of Europe. From the Baltic, south, those barriers cut across Germany in a gash of barbed wire, concrete, dog runs, and guardtowers. Farther south, there may be no visible, no obvious wall. But there remain armed guards and checkpoints all the same—still a restriction on the right to travel, still an instrument to impose upon ordinary men and women the will of a totalitarian state. Yet it is here in Berlin where the wall emerges most clearly; here, cutting across your city, where the news photo and the television screen have imprinted this brutal division of a continent upon the mind of the world. Standing before the Brandenburg Gate, every man is a German, separated from his fellow men. Every man is a Berliner, forced to look upon a scar.President von Weizsacker has said: "The German question is open as long as the Brandenburg Gate is closed." Today I say: As long as this gate is closed, as long as this scar of a wall is permitted to stand, it is not the German question alone that remains open, but the question of freedom for all mankind. Yet I do not come here to lament. For I find in Berlin a message of hope, even in the shadow of this wall, a message of triumph.In this season of spring in 1945, the people of Berlin emerged from their air raid shelters to find devastation. Thousands of miles away, the people of the United States reached out to help. And in 1947 Secretary of State—as you've been told—George Marshall announced the creation of what would become known as the Marshall Plan. Speaking precisely 40 years ago this month, he said: "Our policy is directed not against any country or doctrine, but against hunger, poverty, desperation, and chaos."In the Reichstag a few moments ago, I saw a display commemorating this 40th anniversary of the Marshall Plan. I was struck by the sign on a burnt-out, gutted structure that was being rebuilt. I understand that Berliners of my own generation can remember seeing signs like it dotted throughout the Western sectors of the city. The sign read simply: "The Marshall Plan is helping here to strengthen the free world." A strong, free world in the West, that dream became real. Japan rose from ruin to become an economic giant. Italy , France , Belgium—virtually every nation in Western Europe saw political and economic rebirth; the European Community was founded.In West Germany and here in Berlin, there took place an economic miracle, the Wirtschaftswunder. Adenauer, Erhard, Reuter, and other leaders understood the practical importance of liberty—that just as truth can flourish only when the journalist is given freedom of speech, so prosperity can come about only when the farmer and businessman enjoy economic freedom. The German leaders reduced tariffs, expanded free trade, lowered taxes. From 1950 to 1960 alone, the standard of living in West Germany and Berlin doubled.Where four decades ago there was rubble, today in West Berlin there is the greatest industrial output of any city in Germany—busy office blocks, fine homes and apartments, proud avenues, and the spreading lawns of park land. Where a city's culture seemed to have been destroyed, today there are two great universities, orchestras and an opera, countless theaters, and museums. Where there was want, today there's abundance—food, clothing, automobiles—the wonderful goods of the Ku'damm. From devastation, from utter ruin, you Berliners have, in freedom, rebuilt a city that once again ranks as one of the greatest on Earth. The Soviets may have had other plans. But, my friends, there were a few things the Soviets didn't count on Berliner herz, Berliner humor, ja, und Berliner schnauze. [Berliner heart, Berliner humor, yes, and a Berliner schnauze.] [Laughter]In the 1950s, Khrushchev predicted: "We will bury you." But in the West today, we see a free world that has achieved a level of prosperity and well-being unprecedented in all human history. In the Communist world, we see failure, technological backwardness, declining standards of health, even want of the most basic kind—too little food. Even today, the Soviet Union still cannot feed itself. After these four decades, then, there stands before the entire world one great and inescapable conclusion: Freedom leads to prosperity. Freedom replaces the ancient hatreds among the nations with comity and peace. Freedom is the victor.And now the Soviets themselves may, in a limited way, be coming to understand the importance of freedom. We hear much from Moscow about a new policy of reform and openness. Some political prisoners have been released. Certain foreign news broadcasts are no longer being jammed. Some economic enterprises have been permitted to operate with greater freedom from state control. Are these the beginnings of profound changes in the Soviet state? Or are they token gestures, intended to raise false hopes in the West, or to strengthen the Soviet system without changing it? We welcome change and openness; for we believe that freedom and security go together, that the advance of human liberty can only strengthen the cause of world peace.There is one sign the Soviets can make that would be unmistakable, that would advance dramatically the cause of freedom and peace. General Secretary Gorbachev, if you seek peace, if you seek prosperity for the Soviet Union and Eastern Europe, if you seek liberalization: Come here to this gate! Mr. Gorbachev, open this gate! Mr. Gorbachev, tear down this wall!I understand the fear of war and the pain of division that afflict this continent—and I pledge to you my country's efforts to help overcome these burdens. To be sure, we in the West must resist Soviet expansion. So we must maintain defenses of unassailable strength. Yet we seek peace; so we must strive to reduce arms on both sides. Beginning 10 years ago, the Soviets challenged the Western alliance with a grave new threat, hundreds of new and more deadly SS-20 nuclear missiles, capable of striking every capital in Europe. The Western alliance responded by committing itself to a counterdeployment unless the Soviets agreed to negotiate a better solution; namely, the elimination of such weapons on both sides. For many months, the Soviets refused to bargain in earnestness. As the alliance, in turn, prepared to go forward with its counterdeployment, there were difficult days—days of protests like those during my 1982 visit to this city—and the Soviets later walked away from the table.But through it all, the alliance held firm. And I invite those who protested then—I invite those who protest today—to mark this fact: Because we remained strong, the Soviets came back to the table. And because we remained strong, today we have within reach the possibility, not merely of limiting the growth of arms, but of eliminating, for the first time, an entire class of nuclear weapons from the face of the Earth. As I speak, NATO ministers are meeting in Iceland to review the progress of our proposals for eliminating these weapons. At the talks in Geneva, we have also proposed deep cuts in strategic offensive weapons. And the Western allies have likewise made far-reaching proposals to reduce the danger of conventional war and to place a total ban on chemical weapons.While we pursue these arms reductions, I pledge to you that we will maintain the capacity to deter Soviet aggression at any level at which it might occur. And in cooperation with many of our allies, the United States is pursuing the Strategic Defense Initiative—research to base deterrence not on the threat of offensive retaliation, but on defenses that truly defend; on systems, in short, that will not target populations, but shield them. By these means we seek to increase the safety of Europe and all the world. But we must remember a crucial fact: East and West do not mistrust each other because we are armed; we are armed because we mistrust each other. And our differences are not about weapons but about liberty. When President Kennedy spoke at the City Hall those 24 years ago, freedom was encircled, Berlin was under siege. And tod

David Brooks' book The Road to Character is full of real stories about people who spent significant time and effort in the forming of a significant life.  Dorothy Day, Samuel Johnson, George Marshall, Bayard Rustin.  Some of the names might mean more to you than others, but the stories have a common thread—the road to character is […]

Ryan Woods is a leading world expert on UFO crash retrieval operations and leaked Majestic-12 classified documents. In December 2023, he released an updated edition of his pioneering book MAJIC Eyes Only where he analyses 104 UFO crash retrieval operations from around the world. His books and UFO Crash Retrieval Conferences (2003-2209) predate by two decades the more recent testimonies by David Grusch and others on UFO crash retrieval operations. In his second Exopolitics Today interview Wood discusses historical UFO crash retrieval cases such as the 1933 Italy crash; the 1941 Cape Girardeau crash; the 1942 Los Angeles Air Raid incident; the 1947 Roswell crash; and the 1948 Aztec flying saucer crash. In addition, he comments on several Majestic Documents such as leaked correspondence between President Franklin Roosevelt and General George Marshall on the Los Angeles incident; the Interplanetary Phenomenon Unit Assessment of the Roswell crash; the Special Operations Manual detailing procedures for crash retrieval operations; and a leaked 1989 Defense Intelligence Agency briefing document. Finally, Wood describes the process he used to gather historical data on UFOs from thousands of pages of leaked and official documents, and a vast library of books and journals to upload to an Artificial Intelligence program that would then respond to a list of 30 key questions about alien life and their agendas. Ryan Wood's website is MajicEyesOnly.com --- Support this podcast: https://podcasters.spotify.com/pod/show/exopolitics/support

Garrett Chaffin-Quiray and Ed Rosa examine one middle brow entertainment that earned an inflation-adjusted box office gross of over $1,000,000,000 in North America.***Referenced media:“The Bridges of Madison County” (Clint Eastwood, 1995)“Indecent Proposal” (Adrian Lyne, 1995)“Star Wars: Episode IV – A New Hope” (George Lucas, 1977)“In the Heat of the Night” (Norman Jewison, 1967)“On the Waterfront” (Elia Kazan, 1954)“Fitzcarraldo” (Werner Herzog, 1982)“My Best Fiend” (Werner Herzog, 1999)“The Sound of Music” (Robert Wise, 1965)“How the West Was Won” (Henry Hathaway, John Ford, and George Marshall, 1962)“The Andy Griffith Show” (Sheldon Leonard, 1960-1968)“For a Few Dollars More” (Sergio Leone, 1965)“A Patch of Blue” (Guy Green, 1965)“The Flight of the Phoenix” (Robert Aldrich, 1965)“The Spy Who Came In from the Cold” (Martin Ritt, 1965)“Thunderball” (Terence Young, 1965)“Bad Girls Go to Hell” (Doris Wishman, 1965),“Dracula: Prince of Darkness” (Terence Fisher, 1966)“Horror of Dracula” “Terence Fisher, 1958)“The Chase” (Arthur Penn, 1966)“E.T. the Extra-Terrestrial” (Steven Spielberg, 1982)“Blade Runner” (Ridley Scott, 1982)“War and Peace: Part I” (Sergei Bondarchuk, 1966)“War and Peace: Part II” (Sergei Bondarchuk, 1966)“War and Peace: Part III” (Sergei Bondarchuk, 1967)“War and Peace: Part IV” (Sergei Bondarchuk, 1967)“I Love Lucy” (Jess Oppenheimer, 1951-1957)“The Dick Van Dyke Show” (Carl Reiner, 1961-1966)“Lawrence of Arabia” (David Lean, 1962)“The Bridge on the River Kwai” (David Lean, 1957)Audio quotation:“Main Title”, “Lara's Theme”, “Lara Reads Her Poem”, “Intermission”, and Lara and Komarovsky Dancing Up a Storm” from “Doctor Zhivago” (David Lean, 1965), written by Maurice Jarre“Colonel Bogey March” from “The Bridge on the River Kwai” (David Lean, 1957), written by Kenneth J. Alford

British-born author Nick Bunker, our guest this week, has written books on the Mayflower Pilgrims, the Revolutionary War, and a biography of Benjamin Franklin. Lately he has turned his attention to America and the world in 1950. His book is titled "In the Shadow of Fear." Nick Bunker, a graduate of King's College, Cambridge, and Columbia University, focuses on names like Joseph McCarthy, Harry Truman, Dean Acheson, Margaret Chase Smith, George Marshall, Robert Taft, Alger Hiss, Winston Churchill, Joseph Stalin, and Mao Zedong. In addition, Bunker pays close attention to the Korean War. Make your donation at: c-span.org/donate Learn more about your ad choices. Visit megaphone.fm/adchoices

British-born author Nick Bunker, our guest this week, has written books on the Mayflower Pilgrims, the Revolutionary War, and a biography of Benjamin Franklin. Lately he has turned his attention to America and the world in 1950. His book is titled "In the Shadow of Fear." Nick Bunker, a graduate of King's College, Cambridge, and Columbia University, focuses on names like Joseph McCarthy, Harry Truman, Dean Acheson, Margaret Chase Smith, George Marshall, Robert Taft, Alger Hiss, Winston Churchill, Joseph Stalin, and Mao Zedong. In addition, Bunker pays close attention to the Korean War. Make your donation at: c-span.org/donate Learn more about your ad choices. Visit megaphone.fm/adchoices

[00:00:00] John Sommerville: I was in the elevator at General Mills one day with the president of our division. There were about eight of us in the elevator and the elevator stopped between two floors. And I was the one closest to the buttons. And I had no idea what to do. The elevator stuck. The president of the division reached around me, opened up the little box with the telephone in it, and called on the telephone to get the building supervisor to come and get us out. And what I learned from that is when you have a problem, do something, just get started.  And I was standing there frozen what in the world do we do? And he took action. ++++++++++++++++++++ [00:00:38] Tommy Thomas: Our guest today is John Somerville. I first met John when JobfitMatters conducted the search that brought Alec Hill to the presidency of InterVarsity. John was a board member of InterVarsity at the time. He's had an amazing career. After getting his MBA from Indiana University, John took a marketing position for General Mills and worked there for 11 years. If you've ever noticed the heart on a box of Cheerios, you've seen some of John's marketing skills at work. He conceived and implemented the major heart-healthy campaign for Cheerios, which landed them the American Heart Association Certification. Following his time at General Mills, he was in senior leadership at Wooddale Church. Then he planted the City Church in Minneapolis. In 2021, he assumed the role of Vice President of Finance and Operations at The University of Northwestern - St. Paul. Let's pick up on my conversation with John Somerville. [00:01:44] Tommy Thomas:  Before we dive too deep into your professional career, I'd like to go back to your childhood, and what are some, maybe two or three, remembrances that you have that have been fairly formative in your life? [00:02:01] John Sommerville:  Even as an elementary school kid, I was always organizing things. And I remember that I was fascinated with the Olympics in 1968, at 10 years old. I was completely blown away by the whole experience of watching it on television. So, I decided that our block needed an Olympics. And so I made up events. We had a 40-yard dash. It was the first three houses on the block. Our house was the second house. So, I organized that. We had a high jump pit that we put leaves in. And we did this Olympics, and there were probably about a dozen kids from a couple of blocks that came over, and we made medals and all that sort of thing. And so I had this desire to organize things, to get things moving. And then one of the things I later looked back on when I became a pastor and started a church was an experience I had in high school. The church I went to was a really good church but they didn't have a youth group that was vital and really engaging. And as a sophomore in high school, I wrote a proposal to the church board. I went to their board meeting, and I presented this proposal, and I told them that we should hire someone, should buy a pop machine. I put it in the fellowship hall of the church. We should get a pool table. That's by the way, where the whole thing went off the rails. But I wrote this proposal on how to make the group a better group and the board didn't go for it. I have always had a tendency to look at a problem or an opportunity and try to make something happen. That was part of who I was, even as a kid. I ended up becoming involved in Youth for Christ had a thing called Campus Life, and that was for my junior and senior year in high school, I got involved in. I had a tendency to look at a problem or an opportunity and try to make something happen. That was part of who I was, even as a kid. So, I look back as I think about what was I like. I was reflective, I read, but I also wanted things to happen. [00:03:54] Tommy Thomas: What was the greatest gift that you think your parents gave you? [00:03:55] John Sommerville: Curiosity. My parents are still living there in their mid-90s. My father was the earliest intellectual influence in my life. He's a reader and a thinker and read lots of books to us, and encouraged us to do the same. My mother was a nurse and very interested in nature. She used to have a bird book that sat in the kitchen. She'd look at birds out of the backyard and identify them. And so, I think that kind of curiosity openness to the world, and learning was one of the greatest gifts that my parents gave me. And their faith. Maybe that goes without saying, but watching them have quiet times, time with God, the way that their faith was really integrated into all of their lives. Those were big influences on me as a young one growing up. [00:04:41] Tommy Thomas: So, did you have a job in high school? In high school, I worked at a grocery store and on a farm.  As I look back, I think that's when I realized that I needed a work ethic. [00:04:43] John Sommerville: I worked for a year at a grocery store which was interesting. As I look back, I think that's when I realized that you needed a work ethic. I worked with a lot of folks who were around my age who were mostly lazy. I worked on a farm for a summer. Years later, the farmer that I worked for went to the church that I grew up in. And I'd gone to college, and I think I was probably a sophomore or junior in college, and he called me over and he introduced me to all of his friends. And he said I'm the reason this kid went to college. In other words, working on the farm gave me a hunger for learning and maybe doing something different. I don't know if that's a direct, but it's somewhat true. So those were a couple of experiences that I had working during high school. [00:05:28] Tommy Thomas:  When you went to college, how did you decide on your major? [00:05:33] John Sommerville:  My father was a practical person. And he said, I want you to get something that you can get a job with. But I was also interested in history and philosophy and other sorts of things like that. So, I found a major, it was Personnel Administration, what you now call HR or People Management. And it allowed me to take classes in the business school, so I could take accounting and finance and other things like that. And also take liberal arts classes. I took classical Greek, for example, as a language. At the time, I was wrestling with the direction that my life might take, and I had two ideas. One was to work in business. The other was to work in the church, and I had to try to discern that, and it wasn't just what I took in the classroom, but some of the experiences I had outside that helped guide me in that direction, to figure that out, and ironically, I ended up doing both as part of my career. [00:06:27] Tommy Thomas:  You graduated from college, you went on to get your MBA at Indiana. What do you remember about the first time you managed people? [00:06:34] John Sommerville: I think I'd been at General Mills about two years when I was promoted to a manager position. And what I remember is being an individual contributor. You're only responsible for yourself, just getting your own work done. But all of a sudden, you've got to direct the energies and work of others. And I remember pretty quickly understanding that there were some things I needed to do and one was to give everybody clear direction. I always appreciated people who supervised me, giving me a clear idea of what they were expecting. As a manager, I realized that if I gave vague directions, I got vague output.  I realized that I needed to give clear direction. And I realized pretty quickly that if I gave vague directions, I got vague output. And so, I learned that I needed to be able to give clear direction. And then I think the idea of both affirmation and correction is woven together. So, see people when they're doing something that they're doing right. My parents used to say that they tried to catch us as children doing the right thing and then reinforce that. I think that principle applies as well as quickly correcting. And so those are some principles that I think early on that I learned and it's hard to be consistent in those. Sometimes you just assume people are going to do the right thing and know what to do.  But those are things that I kept coming back to in those early years. [00:07:44] Tommy Thomas: What was the highlight at General Mills when you think back on that chapter of your life? [00:07:48] John Sommerville:  I had a really great experience in the organization. I'll give you a couple. The very first thing I was assigned to, I was brand new, I was put on a a project team to develop a boxed salad.  We ended up calling it Suddenly Salad. It was a boxed pasta salad mix. At the time what they were looking at was trends in food where pasta salads were starting to appear in restaurants and other places, and they wanted to take advantage of that, and I worked in the division that made Hamburger Helper and some of the Betty Crocker potatoes, and so they had the technologies available, so in six months this project team developed that product and I was brand new on it, so I had a lower level role. But it was so much fun to work and see this project on a fast track become a reality. I spent quite a bit of time in new products and in new markets when I worked in Europe. That new product development thing was really significant. The other was the opportunity I had when I was the Marketing Manager of Cheerios. My wife and I lived in Switzerland for three years where I worked for a joint venture for General Mills and Nestle. When I came back, I was assigned to be the Marketing Manager of Cheerios, and the brand was declining in volume. And what we found serendipitously is that oats have the effect of reducing cholesterol. And we did a clinical study that led to the ability to make a claim around the heart healthiness and the cholesterol-reducing properties of oats. And introduced that, the heart-shaped bowl on the box came out at that time. Very satisfying experience. I left right as that was being implemented, but it had led to a real resurgence of that brand. So had great satisfaction about being involved with others in that process. [00:09:37] Tommy Thomas: What do you think of all the things you learned in the private sector, what did you take to the nonprofit sector that you think has helped you the most? There is an underappreciation in some ministry organizations and churches and others for the disciplines of financial management, and operational leadership of getting systems and structures to work for you. [00:09:49] John Sommerville: I think there is an underappreciation in some ministry organizations and churches and others for the disciplines of financial management, operational leadership, of getting systems and structures to work for you. For example, in starting a church, one of the things that I was committed to, even when we were relatively small, was the idea of building systems and structures that made our work more efficient, more effective, and allowed us to do more of what we really needed to do.  Working with people doing services and that sort of thing. ++++++++++++++++++++++ [00:10:23] Tommy Thomas: Let's stay in your private sector world for another minute or two, were there mentors there that kind of took you under the belt and what did that look like? [00:10:31] John Sommerville: I've had a number of mentors in my life and one of the most important was a guy named Leith Anderson who was the Senior Pastor at Wooddale at the time, who later became the President of the National Association of Evangelicals. And Leith, early on when I was brand new in the church, showed an interest in me and gave me some opportunities for leadership, being on boards and task forces, and things like that. And at one point, he asked me if we could get together. We went to a local restaurant one evening after a meeting for pie, and he asked me, what are you going to do with the rest of your life? And at the time, my vision was I'd work until I was 55. Then I'll quit and go work for a ministry organization. And his question for me was, why not now? Now, it would be five years before I left General Mills. But his point was, you don't have to wait all that time maybe it would be a sooner deal. And it did turn out to be that. But I think with mentors, I think we need multiple mentors in our lives. I've heard one say that if you have just one mentor, you become a clone. If you have two, you're confused. If you have 10, you become wise, and your mentors don't all have to be living. I think one of my mentors is George Marshall, the general who became the architect of the Marshall Plan and the great diplomat. I've read a number of books about him and those are examples of people that I admire, and their lives, in one sense or another, have shaped me. [00:11:58] Tommy Thomas: What's the most ambitious project you've ever taken, and how did it come out? [00:12:03] John Sommerville: I think starting a church. There's something about entrepreneurs, church planters, and others. They are naive and they often don't understand what they're taking on. And I think that is good. Because sometimes it's more daunting maybe than you realize. And I think deciding that we could start a church in an established neighborhood that was not particularly hospitable to an Orthodox expression of Christian faith was probably the most daunting thing. And looking back on it, I wonder how in the world we got the courage to do it. But that was probably the most, and I believe today, even today, and probably will be for the rest of my life, the most significant, important thing that I have given my life to. And I believe brought great satisfaction.  But it was not easy. [00:13:00] Tommy Thomas: I'd like for you to respond to this quote “A group is a bunch of people in an elevator. A team is a bunch of people in the elevator, but the elevator is broken”. [00:13:11] John Sommerville: I'll tell you a story and it's an elevator story. I was in the elevator at General Mills one day with the president of our division. There were about eight of us in the elevator and the elevator stopped between two floors. And I was the one closest to the buttons. And I had no idea what to do. The elevator stuck. And the president of the division reached around me and opened up the little box with the telephone in it and called on the telephone to get the building supervisor to come and get us out. And what I learned from that is when you have a problem, do something, just get started. And I was standing there frozen. What in the world do we do? And he took action. And I think what he did is he led us, now obviously he was the one doing something. But it could have been somebody else, but he just did something. And I think teams need to just start moving. I don't know if that's exactly what you're looking for, but that was certainly very memorable. [00:14:10] Tommy Thomas: I want to ask you some generational difference questions and there's no right or wrong answer. I talked to somebody the other day and he said, I don't think there's very much difference in the generations and he had a good rationale. And then I've talked to others. I talked to Tom Lynn at InterVarsity and Tom had some thoughts on leading different generations. You've obviously, in your four environments, led different generations and now you're working with different generations at the University of Northwestern St. Paul. Maybe when you think about at least broad categories of Boomers, Gen Xers, Millennials, and Gen Z, any observations on the differences of them working as a team together? [00:14:51] John Sommerville: I would fall in between your two guests. I think that we sometimes confuse generational differences for life stages. In other words, 20s have a certain set of concerns, and we sometimes forget the cycle we went through as we grow up. There are some things that I sometimes hear when people are reading an article about generational differences, and I think you're just thinking about life stages. There are some things that I sometimes hear when people are reading an article about generational differences, and I think you're just thinking about life stages, but I also think there are things that are different from one generation to another. My parents were raised in the Great Depression, and the way that they function and still function in their mid-90s now is around the idea of scarcity. They're very concerned, very frugal, and they have really a scarcity mindset. Boomers tend to have more of an abundance mindset because that's what they grew up with. And then as you move forward, different generations with things playing out different ways. And I'm watching this now with college students and those that are in their early 20s, just the influence of the cell phone and technology. There are distinct differences and I think we need to adapt what we do to be able to communicate well with each new generation. And sometimes that's being sensitive and learning ways that can contextualize what it is we're trying to communicate or work through with them. I think those are really important. [00:16:09] Tommy Thomas: What about creativity and innovation between the generations? [00:16:12] John Sommerville: I've thought so much about that. I will say that I think that creativity and innovation is a mindset that has to, in an organization, has to be nurtured and fostered. Some people tend to be more creative than others. They think in more novel ways and other people just need to be given the freedom to actually do that. And that's one of the things that leaders are not always effective at because they tend to believe they know the right answers and they tend to not let people think long enough and hard enough about a new idea to be able to see where it might go. And I think the older leaders, the more impatient they get, and at the same time, the more nurturing they need to get of ideas that maybe they might initially disagree with but might have fruit. [00:17:00] Tommy Thomas: I want to go to resilience. Most of us hope we learn something about resilience during the pandemic. I want to give you a couple of definitions. It's too strong of a word but maybe not. So the University of Massachusetts Global says resilience is not a one-time action. It's a sustained effort to adapt, survive, and thrive in times of stress and uncertainty. Forbes -  Resilience provides the ability to recover quickly from change, hardship, or misfortune. It's the product of a broad perspective. Your thoughts? [00:17:36] John Sommerville: There's a Greek word, hupomene sometimes it's translated steadfast endurance or endurance in the New Testament, I mentioned earlier, that I took Classical Greek as an undergrad. That word really stuck with me, and the reason why is that it's translated sometimes in a very flat way in English, and yet the Greek word has this idea of persistence, of resilience, of tenacity, of sustained effort toward something that is, it's an undaunted kind of approach to life. And I think that this is undervalued by many because I think the assumption is that if it's something that I'm gifted to do or it's something that needs to be done, it will be easy. And I found that most things worth doing are like pushing water or pushing a rock uphill. It's just most things that are worth doing are hard. Woody Allen once said that 85% of success is just showing up. And I think that part of what we have to do as leaders and as people of character is just keep showing up. And so t resilience is a very important character quality. ++++++++++++++++ Most of us are afraid to fail because we don't like to be embarrassed. [00:18:50] Tommy Thomas:  It's been said that we learn most from our failures. And if that's the truth, or if that's the case, why are most of us so afraid to fail? [00:18:57] John Sommerville: I think because we don't like to be embarrassed. We don't like to invest in something that we feel, the equivalent of the oil industry person drilling a dry hole. We don't like effort that seems to not go anywhere. And so, I think sometimes we need to remember that risking things is the only way we're actually going to achieve things. And sometimes you have to fail several times before things actually go right, and I think sometimes we're just way too afraid of finding ourselves in a place where we might feel embarrassed, or we wasted time. I think the other thing is that we sometimes think that the consequences of failure are permanent, and they aren't. We're often in a place in life where we at least know one thing that doesn't work. So, then we can try something else and figure out what does work. [00:19:53] Tommy Thomas: Let's go to authenticity. There's a great power in authenticity.  Arthur Wilde said, be yourself, everyone else is already taken. Saint Catherine of Siena said, be who God meant you to be and you will set the world on fire. What lessons have you learned about authenticity over these four chapters of your life? We need to be transparent with people enough that they can see what actually is going on rather than trying to put on some persona. [00:20:12] John Sommerville:  I would say a couple of things. First of all, we need to be transparent with people enough that they can see what actually is going on rather than trying to put on some persona. And so, authenticity means in part that we're in a place where we're letting people see who we are and not trying to fake something, the transparency is very important. Now, the one thing I'll say about authenticity is authenticity can also be an excuse. In other words, authenticity can be an excuse for immaturity. We need to understand that being authentic can mean also that we might be in sin. One of the things that we need to do as Christians is to be made into the likeness of Christ, which means there may be character qualities or things that might be authentically us. But also, maybe sin, so part of it is to let people see enough inside of us, but at the same time recognize that authenticity whether it's anger or greed or impatience may be things that God needs to work on and process of sanctification needs to be the exercised in those areas. [00:21:24] Tommy Thomas: You've observed a lot of leaders. Over the years, what do you think is the most dangerous behavior that tends to derail a leader's career? [00:21:33] John Sommerville: I believe character. I think we're in a generation where we are so impressed with competence, so impressed with people who have outsized skills in one way or another that we have forgotten that those skills, if not tempered by character, if not shaped by character, not channeled through character, can end up being toxic or worse.And I really think that character is really the foundation. It's not all of it, because we need competence, but competence alone is not enough. [00:22:07] Tommy Thomas: Maybe a little lighter question.   We've been diving deep into some serious thoughts here. If you were a judge on a nonprofit version of the shark tank and people were coming to you for early-stage investments in their nonprofits, what questions do you need answers to before you open your purse? [00:22:25] John Sommerville:  I think the first question is, what need do you believe exists that your ministry or organization will serve? And how is what you're doing, how will that serve that need? Because if there's a true need I think many things follow from that. And if you have something unique that will really help meet that need, then the organization needs to exist. So, I think those are big questions. And by the way, the other thing that I often ask is, who else is doing this? What I find is that there are people who are pioneers who do something for the very first time, and we write books about those people, but often what we need is that the people who are innovators are just being novel without actually being effective and so it's important to understand the need, be able to meet the need, and then also give examples of how that works. You may have a unique spin on it, but the core of it needs to be channeled into an area that others have been successful in the past. [00:23:31] Tommy Thomas: If you were creating a dashboard to get at the non-profit's organizational health, what is your dashboard going to measure? [00:23:38] John Sommerville: I think that the effectiveness of whatever you're doing, whatever effort you're doing, is it effective? If you're taking care of orphans, or if you're feeding the hungry, or if you're ministering to ex-offenders who are trying to reintegrate into society, is what you're doing effective? Can you show that? Can you measure that? The other is economic viability. Many people are very motivated. They're compassionate people, but there does need to be some economic foundations and economic viability for what you're doing. And that can be achieved in a lot of different ways, but that needs to be there because otherwise an under-resourced organization will not be effective long term. [00:24:20] Tommy Thomas:  Give me some of those illustrations of economic viability. [00:24:24] John Sommerville: One thing that organizations operate in a lot of different ways, sometimes there's a revenue stream that helps to fund the ministry. And that could be, I'm familiar with an organization here that works with high school students through the schools and they have figured out how to work with school districts to provide programming and content that is useful and effective. It's a Christian organization, but it works with public schools and does a very effective job. They figured out a way to balance philanthropic revenue and revenue from many of their programs. And they've done it very effectively for 30 years. Other organizations are purely philanthropic. And they need to develop a core base of people that are interested in the ministry and constantly replenish that. But showing effectiveness, and developing a sense of passion, not only for the people who work for the organization but those who are connected as donors. And then there are ministries that really do function as businesses, per se, a publishing organization or something like that may generate almost all its revenue from some kind of sales or revenue, but still, it needs to be mission-driven.  There are a lot of different ways to think about that. +++++++++++++++++++++ Tommy Thomas Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes on our website. www.JobfitMatters.com/podcast. If there are topics you'd like for me to explore my email address is tthomas@jobfitmatters.com.   Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then, stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

Lena Andrews discusses her new book "Valiant Women: The Extraordinary American Servicewomen Who Helped Win World War Two." It was General George Marshall who first recognized that the Americans could not possibly win World War Two without the active participation of women. The book examines the contributions made by the 350,000+ American women in uniform- and some of the resistance which they confronted.

Operation Pedestal would ensure that Malta stayed in the fight. But Stalin is not appeased. He wants a Second Front. So does Gen. George Marshall and he's coming to London to say so. The British had to come up with a plan, big enough to impress the Russian and the American, but good enough not to get everyone killed. Enter the new head of Combined Operations, Lord Louis Mountbatten. Learn more about your ad choices. Visit podcastchoices.com/adchoices

George Marshall was one of America's most significant statesmen during the mid twentieth century. He was born and raised in Uniontown, PA and attended VMI before earning a commission in the U.S. Army in 1902. During World War II he led the Army as Chief of Staff and after the war served as Secretary of State where he initiated the Marshall Plan for the recovery of Europe. In this episode, Army War College professor Tom Bruscino joins us to talk about Marshall's memoir of his service as a staff officer with the American forces in Europe during World War I. pcntv.com/donate pcntv.com/membership-signup pcntv.com

Last time we spoke about the aftermath of the battle for Attu. The American victory over Attu meant the end of the Aleutian campaign for the Japanese, Tokyo decided to pull everyone out. Over 6000 Japanese needed evacuation from Kiska and it would be very tricky for the Japanese to get past Admiral Kinkaids blockade. Then we finished up the West Hubei offensive, with a part of it being known colloquially as the Rice Bowl Campaign. The Japanese had brutalized the Chinese, but we're stopped short of invading Chongqing or Sichuan. Thus for the Chinese it was a victory, but at the same time the Japanese had secured exactly what they wanted, stealing vast amounts of property, notably rice. Vessels left Yichang and sailed further west through the riverways acquiring large sums of goods to help the China war cause. Today we are diving back into the south Pacific. This episode is Operation Cartwheel starts rolling 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.  So honestly for awhile now we have been hitting the North Pacific and China theaters, which certainly was a change of pace, but as you can imagine these events do not simply move along in a vacuum. Yes a lot was going on in the other theaters and this episode is going to be tackling a lot of different events so buckle up buckos. First we are going to talk about Operation Cartwheel. The ULTRA intelligence that brought Yamamoto's death was not the only information the Americans received in April. A lifeboat bearing a list of the names of 40,000 active Japanese officers washed ashore after the battle of the Bismarck Sea. Using this Cryptographers were able to match each name to radio signals from Japanese army units, ensuring General MacArthurs intelligence remained as operationally up to date as it could be. At the same time William Bull Hasley showed to on April 15th to Brisbane to meet with MacArthur and the two hit it off. Halsey would later write this about their first encounter. “Five minutes after I reported, I felt as if we were lifelong friends. I have seldom seen a man who makes a quicker, stronger, more favorable impression. He was then sixty-three, but he could have passed as fifty. His hair was jet black; his eyes were clear; his carriage erect….My mental picture poses him against the background of these discussions; he is pacing his office, almost wearing a groove between his large, bare desk and the portrait of George Washington that faced it; his corncob pipe is in his hand (I rarely saw him smoke it): and he is making his points in a diction I have never heard surpassed. “ Both men would hammer out a plan on April 26th, it was a revision to MacArthur's Elkton plan, this one would be known as Elkton III, but it was soon to be coded as Operation Cartwheel.  The plan consisted of 13 amphibious landings in just 6 months with MacArthur and Halsey providing maximum support to each others efforts. The first phase of the plan would see MacArthur seizing Woodlark and the Kirwina islands while Hasley invaded New Georgia. Phase 2 would commence 2 months after the start of the offensive where MacArthur would capture Lae, Salamaua and Finschhafen. Phase 3 would be the seizure of the Shortland islands and Bougainville in the south pacific. In December MacArthur would seize Cape Gloucester in Western New Britain and shortly after that they would seize Rabaul. Halsey's forces would knock out Japanese air bases on Buka, allowing MacArthurs men to clear the northwestern half of New Guinea. By January of 1944, MacArthur and Halsey figured they would be ready for the final assault on Rabaul which was their ultimate objective for victory. MacArthur resisted sending details of their joint plan to Washington, probably fearing the Europe first obsessed chiefs of staff would veto their ambitious thrust. He told them only that he anticipated that the first move toward Woodlark and Kirwina would start in June. However this was too slow for Admiral King. King wanted his protege Admiral Nimitz to begin a thrust into the central pacific, heading through the Marshalls in November and proposed shifting the Marine 1st and 2nd divisions, the ones that fell under MacArthurs and Halsey's command to help with the Marshalls offensive, this alongside two bomber groups promised to General Kenney. MacArthur was very pissed off and he sent a distressed message to George Marshall damning the entire central Pacific strategy as a quote “unnecessary and even wasteful diversion from what should be the main pacific strategy”,  that being MacArthur's own.”. He added in “from a broad strategic viewpoint, I am convinced that the best course of offensive action in the Pacific is a movement from Australia through New Guinea to Mindanao. Air supremacy is essential to success, for the southwestern strategy where large numbers of land-based aircraft are utterly essential and will immediately cut the enemy lines from japan to his conquered territory to the southward. Pulling any additional heavy bombers groups would in my opinion, collapse the offensive effort in the southwest pacific area…in my judgment the offensive against Rabaul should be considered the main effort, and it should not be nullified or weakened ”. But King was adamant. There would indeed be a thrust through the central pacific led by the navy with its main axis passing through the Marshalls and Marianas towards Japan,which might I remind you listening, bypasses the Philippines. It of course was a strategy completely at odds with MacArthurs. Marshall supported King, as did the other Joint Chiefs. But in the end MacArthurs whining forced King to relent on the transfer of the two marine divisions and the bomber groups, thus MacArthur revealed his timetable for operation Cartwheel. He told them he planned to take Kiriwna and Woodlark in the Trobriand Island around June 30th. The advance on New Georgia would start on the same date, and in September the First Cavalry and 3 Australian divisions would begin operations against the Madang-Salamaua area. Meanwhile MacArthur's 43rd division would invade southern Bougainville on October 15th, while the 1st Marines and 32nd division would invade Cape Gloucester on December 1st.  For all of these amphibious landings, there were no serious problems when it came to shipping and landing craft….that is for Nimitz designated areas. However at the beginning of 1943, MacArthur had practically no amphibious equipment nor experts in these types of operations. The only units available to him were the Army's engineering special boat brigade which had very few small craft. The man who would be responsible for the amphibious assaults during much of the coming campaigns was to be Rear Admiral Daniel Barbey. On January 10th, 1943 he took command of the forces that would later be designated the 7th Amphibious force. Barbey from the offset established good relations with MacArthur…because well anyone who worked with MacArthur had to. He had nearly nothing to work with in the beginning, but started with establishing bases at Toobul Bay, near the mouth of the Brisbane river and Point Stephens. MacArthur had requested more small craft and transports as early as mid 1942, but because of the European and central pacific being a priority, little had come his way. Before the equipment came, MacArthur was receiving American and Australian troops, so he got Barbey's team to improvise. They began training the troops in debarking from larger ships down cargo nets to smaller landing craft. However Barbey had no attack transports (APA), which was the key to this kind of operation. To solve this they rigged nets from cliffs, boy that must have been fun. The first Landing ship tanks LSTs and Landing craft tanks LCTs would not arrive until mid january, and on Easter Sunday 13 Landing craft infantry's LCI's were delivered, giving them very little time before the first operations were to begin to train the crews on how to use them.  Now on the other side Halsey had his own three phase operation. Part 1 saw the invasion of New Georgia, part 2 was the seizure of Buin and Rekata Bay if possible and last 3 was the seizure of Kieta and the neutralization of Buka. Phase 1 was codenamed Operation Toenails. Halsey described the operation to Nimitz as “a infiltration and staging operation”. The operation would see simultaneous landings at Wickham Anchorage to hit its landing craft base; Segi point for its airfield site; Viru Harbor for its small craft base and Rendova Harbor which would serve as a new base to stage troops for a future attack upon Munda. This would all occur on June 30th. The main force assigned to Operation Toenails was General Hester's 43rd division. Admiral Turner and his Task Force 31 were in charge of the amphibious landings while Admiral Fitch would toss 1182 aircraft to give them aircower and Admiral's Ainsworth and Merrill's Task force 36 would provide further naval support. On the other side, interservice coordination between the Japanese Generals and Admirals remained intermittent and largely ad hoc, when it was not hostile. General Imamura's 8th area army HQ at Rabaul stood above Hyakutake's 17th Army, comprising 3 divisions spread over the SOlomons and New Britain, and General Hatazo Adachi's 8th Army had 3 divisions on New Guinea. Troop reinforcements were arriving in Rabaul bolstering the garrison at one point to 90,000 men. Vice Admiral Jinichi Kusaka remained in command of navy forces at Rabaul and held responsibility for the defense of the central solomons. Admiral Mineichi Koga had succeeded the slain Yamamoto as commander in chief of the combined fleet, based at Truk. Nowhere in the theater was there a blended command, the army and navy had to coordinate their operations through a meticulous process of “nemawashi / digging around the roots” for a consensus. The Japanese moved new air units into the theater, including more of the elite carrier aircrews that had trained and honed their skills prior to the war, but the loss ratios in air combat was ruining them.  As a result of the devastating loss during the battle of the Bismarck Sea, the Japanese were forced to change plans. USAAF and RAAF aircraft based at Port Moresby and Milne Bay had slaughtered an entire convoy of Japanese transports attempting to land troops in the Lae-Slaamaua area using a new technique called “skip bombing”. Imperial General HQ set up a joint Army/Navy investigation board to study the disaster, seeing the IJA accused the IJN of being too focused on the Solomons rather than on New Guinea. The Army argued New Guinea was vital for the national defenses and proposed that if a retreat became necessary, it would be as a direct result of the navy's lack of support. If this were to happen they would have to pull back and create a defensive line from northwest New Guinea to Timor. The Navy's representatives argued that the Huon Peninsula must be held or its loss would swing open the western gate to Rabaul, forcing the combined fleet to withdraw from Truk. Well the fighting eventually resulted in an ultimatum with both sides agreeing the army/navy operations should focus on eastern New Guinea. It was decided that both the army and navy would literally operate as one unit, because that would go well. The Central solomons were still under the overall responsibility of the 8th fleet, now commanded by Vice Admiral Baron Samejima Tomoshige with some IJA units placed under naval command according to agreements made between General Imamura and Admiral Kusaka. It seems the Japanese could get along once and awhile, as just like Halsey and MacArthur, Imamura and Kusaka developed a deep friendship. Both of their staffs ate lunch together once or twice a week, where southeast area affairs were discussed informally and their respective staffs got to know another personally. Kusaka went on the record to say Imamura was a very great person. Many army units would be sent to reinforce the New Georgia defenses and by late May the bulk of the 229th regiment arrived to Munda, and the 13th regiment went to Vila by late June. Imamura placed both regiments under the command of Major General Sasaki Noboru's southeast detachment who responded directly to Samejima. Samejima's first orders were to arrange the responsibilities between General Sasaki's southeast detachment and Admiral Ota's 8th combined SNLF, seeing Sasaki in charge of Munda and Ota in charge of the Enogai and Bairoko area's. If the situation arose, command would be unified under the senior officer on New Georgia, General Sasaki. Ota would also have responsibility for coastal artillery defense, radio communications, and barge operations. Admiral Koga in his new role as commander of the combined fleet, preemptively sent move of his forces back to the home islands in preparation to reinforce Attu. But as the fate of the Aleutians became sealed by late May, Koga decided to concentrate the combined Fleet at Truk, so it would be primed and ready for a decisive naval battle with the Americans. Without the aid of Koga's carriers, Kusaka had launched another air counteroffensive after I-Go, this one taking place in June. The aim was yet again to prevent the Americans from invading the central solomons . Kusaka began tossing waves of Bety's against American shipping east of San Cristobal and night raids over guadalcanal. Simultaneously he also unleashed Operation SO; a major offensive to smash allied air power in the Solomon islands; and operation SE: which targeted airfields and shipping. He sent 105 Zeros to sweep and bomb the enemy airfields with a new type of gasoline bomb. Operation SE began with 25 Val dive bombers attacking US shipping in the Guadalcanal-Tulagi area and Operation SO began on June 7th with 81 Zeros led by Lt Commander Shindo Saburo assaulting the Russels. However the Russel group ran right into 104 allied fighters who shot down 9 Zeros. A follow up attack was made on the 12th with 74 Zeros led by Lt Miyano Zenjiro, this time the Japanese lost 7 fighters but took down 6 American. As usual the Japanese pilots made wild claims, stating the first attack saw 41 American fights shot down and the second attack 24.  Kusaka launched the main attack of Operation SE on June 16th led by Lt commander Saburo consisting of 24 Vals and 70 Zero escorts who swung south of the Russells, turning at Beaufort Bay. Yet again they were intercepted, this time by 74 allied fighters over BEaufort Bay and the ensuing ari battle rolled over the mountainous spine of guadalcanal. This time the Japanese lost 15 Zeros and 13 Vals while only shooting down 6 allied fighters. The Japanese lost first rate pilots such as Lt Miyano who had scored a total of 16 kills during the war. Again Japanese veteran pilots were being bled dry severely affecting the nation's airpower. Despite their waves being intercepted nearly every time, the Vals were able to press through with their attacks and managed to hit the cargo ships Caleno and LST-340. But such results were hardly worth the cost, so Kusaka began to urgently request reinforcements. The carrier Ryhuo would lend her bombers to replace the lost ones, arriving on the 2nd of July. The losses taught the Japanese pilots some bitter lessons and never again would the fly over guadalcanal during daylight as the American CAP was far to powerful. Over in New Guinea, General Blamey was laying out his plan for the capture of Lae, codenamed Operation Postern which was approved by MacArthurs headquarters. Before the allies would invade Woodlark and Kiriwana, MacArthur proscribed the seizure of Lae and the Markham and Ramu valley. The Markham operations were to be based on Port Moresby while the north coast operations would be staged from Buna and Milne Bay. The invasion of Woodlark and Kiriwana islands codenamed Operation Chronicle would be entrusted to Lt General Walter Kruegers 6th army. The islands northeast of the Papuan coast would allow the allies to have air bases closer to Japanese targets in the Solomons and around Rabaul, thus Blamey had devised his plan to secure the northeastern part of New Guinea. The first phase of his plan was Lae and the Markham and Ramu Valleys; the 2nd phase was to seize a shore base within 60 miles of Lae, he chose Nassau Bay. Nassau Bay would help with the supply problems in the Wau-Mubo-Bobdubi area, as all the supplies were being flown in from Port Moresby. The mountains were serious obstacles for transport aircraft, not to mention the Japanese fighters that could spring out of nearby Lae. Taking Nassau Bay would greatly shorting supply lines for allied troops fighting in the Salamaua region and also allow a junction to be made with General Saviges forces operating at Mubo The 162nd American Regiment led by Colonel Archibald MacKechnie would help hit Nassau Bay, they would be known as the MacKechnie force. They would seize the high ground around Goodiew Junction and Mount Tambu and the ridges running down therefrom to the sea, allowing the Australians to link up with the 15th brigade at Bobdubi and the American landing force at Nassau. D-day for the Nassau Landing was set for June 30th and it was all going to act as a feint, hoping to lure Japanese forces from Lae to Salamaua.  Now the last time we left off in New Guinea, General Savige had launched a limited offensive against the Japanese at Mubo and Bobdubi ridge. General Nakano was certain Salamaua was the main allied target and this prompting him on the 29th to order Major General Chuichi Muroya to lead the 51st division to fortify it. In the process Muroya's men expelled Warfe's commandos from the northern ridge. To the east of Mubo, Brigadier Moten was trying to take the Pimple, but his 17th brigade would be performing more patrolling than actual attacks throughout the later half of May. Eventually Savige would relieve the exhausted 2/7th battalion with the 2/6th battalion led by Lt Colonel Frederick Wood who would begin an advance on May the 27th. Meanwhile Nakano had brought more reinforcements to defend Mubo and launched a strong counterattack in early May, nearly breaking through towards the main Australian camp at Lababia ridge. On May 23rd Nakano received two battalions of the 66th regiment and began to work out a plan for assembling supplies and ammunition in the Mubo area to prepare for an offensive. Men would move at night in a single file along the narrow jungle trails carrying the materials by hand, through mud and rain. The main train was a slope on Komiatum ridge known to the Japanese as Regret Hill as the hard working soldiers became more exhausted with each passing day marching along it. The Japanese sought to clear out Lababia ridge as far as Guadagasal, thus securing Mubo. On June 3rd, allied patrols discovered Nakano had reoccupied Markham point which forced Savige to keep the bulk of the 24th away from the action at Bobdubi and Mubo. From their camp at the bank of the Markham Savige ordered patrols to investigate the Nadzab area. On June 14th, a 3 man patrol came across friendly natives at the village of Gabsonkek who informed them of the Japanese activity in the area. They said "that the Japs come to the village every day between 10:00 and 12:00 hours taking everything in sight—pigs, fowls, fruit, etc., without paying; they take native girls back to Lae if they can catch them. The guides would not proceed farther to Ngasawapum because Japan man come up Big Road, cut us off", and they would not go to Narakapor because they claimed there were too many Japs and two big guns". The patrol went back to camp by the 18th informing command. A second patrol was made, led by Lt Dave Burke who forded the Tabali River to get to Nassau Bay. Their report indicated the area was suitable for landing and road construction. To further prepare for the American landings, the Australians began building a footbridge over the Bitoi River and blazed a track up to Bitoi Ridge. On Lababia Ridge the main defensive position withdrew to a junction on the Jap Tracks where it would be easier to counter enemy encirclement attempts. Reports came in from forward platoons that there was considerable enemy activity along the Komiatum-Mubo track. This was Nakano's 66th regiment carrying the food and ammunition in preparation for the upcoming offensive. In response to this, Savige ordered Brigadier Frank Hosking of the 15th brigade to assume command of the Bobdubi ridge area and to begin harassing the Japanese supply route. Meanwhile the 58th/59th battalion relieved the 2/3rd independent company at Hote and a party of Warfe's commando's were sent to attack the Komiatum-Mubo track. However disaster struck as the Australians ran into their own booby-traps on June 16th suffering a number of casualties. By June 20th, the commando's established ambush positions along a ridge near the junction of Stephens Track and the Komiatum Track. They successfully ambushed some Japanese later that day, killing a few men and capturing valuable documents about the arrival of Nakano's 66th regiment. However by this point Nakano's units were already assembling in front of Lababia ridge and the offensive was about to begin. Now we gotta finish up the episode talking about some developments in India. After the disastrous first Arakan Campaign, Marshal Wavell was to receive a promotion, and by promotion I mean he was kicked upstairs as they say, succeeded Lord Linlithgow as the new Viceroy of India. But until then he began looking into training his forces in jungle warfare as the bitter lessons learned at Arakan proved the men were very unprepared. Wavell also wanted to investigate what the hell had happened during the disaster, so he sent Major General Roland Richardson in late May to head a infantry committee at New Delhi for the task. The committee's report about the Arakan campaign found the troops fighting spirit was fundamentally sound, but the major problems that affected their combat performance were more about the over expansion of the army in India. The army mobilization had been rushed, they barely met basic training and the supplying of their sheer numbers was a catastrophe. There were also issues regarding their low status, inferior pay for the infantry, which further deprived them of skilled and well educated recruits.  Yet above all else the Infantry committee found their lack of jungle training to be the most egregious issue. As observed “This is the most urgent problem facing us, and one which requires prompt and energetic action if results are to be produced in time for the winter campaigning season.” The lack of jungle training severely undermined their ability to fight efficiently and ultimately led to the breakdown of infantry battalions in the Arakan. And of course there was the ever present unseen enemy, that of malaria, alongside an assortment of other ailments that were wreaking havoc on the men. But many of these problems could not be tackled until June 20th, when General Claude Auchinleck was officially appointed as the new Commander in Chief in India. For General Slim this was excellent news and certainly worked in his favor alongside the sacking of Irwin. The “Auk” as he was called, had always been a Slim supporter and was the one who recommended him to Wavell for advancement when Wavell was Commander in Chief of the middle east back in 1941. The Auk had wanted to retain Slim in the middle east and fought hard to dissuade Wavell from taking him over to Burma. Churchill never held Wavell ever in high regard and was tired of his quasi-academic effusions and preferred a “fighting general” in Burma. Alongside the Auk, Irwin was replaced with General George Giffard, and Slim had this to say of the replacement.  “The new Army Commander had a great effect on me. A tall, goodlooking man in the late fifties, who had obviously kept himself physically and mentally in first-class condition, there was nothing dramatic about him in either appearance or speech. He abhorred the theatrical, and was one of the very few generals, indeed men in any position, I have known who really disliked publicity . . . But there was much more to General Giffard than good taste, good manners and unselfishness. He understood the fundamentals of war – that soldiers must be trained before they can fight, fed before they can march, and relieved before they are worn out. He understood that front-line commanders should be spared responsibilities in the rear, and that soundness of organization and administration is worth more than specious short-cuts to victory” Auckinleck went to work from the offset of his new command by improving the welfare, health and feeding of the Indian army to foster improved morale. General Giffard as the new commander of the Eastern Army had Major General Temple Gurdon to oversee some reforms for training and the development of new doctrines. A lot of effort was made to conduct intensive collective training under jungle conditions. The men would train near Nasik, Ranchi, Dehradun and in the Jhansi-Nowgong-lalitpur region. Commanders low to high were given a chance at handling units to improve standards of staff work, practice combined army tactics and build team spirit. Auchinleck also initiated a policy of active patrolling at Assam and Arakan to gather intelligence and maintain touch with the Japanese as to destroy the feeling that they were super soldiers.    I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go 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 after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. A lot of chess pieces were moved around the board this week. Bitter lessons had been learnt in multiple theaters of the war and now it came time to reorganize and try new things to ultimately bring the war against Japan to a closer end. 

Last time we spoke about Operation Vengeance, the assassination of Admiral Isoroku Yamamoto. When the decrypted intelligence hit Admiral Nimitz desk about the vulnerability of his Japanese rival, he wondered what he should do. Was it moral? Would it even benefit the allies, Yamamoto was arguably losing the war on his own? In the end he ordered the hit and sent the job over to Admiral Halsey who enthusiastically took the bull by the horns. A special squadron of P-38 Lightnings were sent over to perform an extremely precise interception of Yamamoto's G4M Betty aircraft enroute to Ballale airfield on Bougainville. Yamamoto's aircraft was shot down killing him and all those aboard it. The death of the admiral was hidden from the Japanese public for an entire month and upon learning of it the Japanese people all mourned. It was a terrible moment for the Japanese, one of the greatest had fallen, how would the rest of the war play out?  This episode is the Japanese counteroffensive in Arakan 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.    Before we jump back into the CBI theater some action was heating up in New Guinea. The Okabe detachment was defeated during the battle of Wau seeing the Australians controlling the area from Waipali to Buibaining and much of the Mubo Valley. However the Japanese remained resilient and would not give up Mubo without a fight. Vigorous patrolling and ambushes were all the Australians could perform, because they did not have the necessary numbers to launch a major offensive. In early March General MacKay sent word to Blamey, advising him he believed the Japanese might try another shot to seize Wau. He believed even with the projected arrival of the 4th and 15th brigades they would still be outnumbered by the Japanese. MacKay estimated the Japanese had roughly 7500 men in the Lae-Salamaua area and were maintaining a formidable defense in the Mubo region. Therefore he wanted to continue to restrict their activity to patrols to prevent the Japanese from surprising Wau again and allowing vital time to build up the defenses. The attack on Mubo in January had not accomplished its objectives, but it did show the Japanese at Lae and Salamaua how much of a hornet's nest they had stirred up by attacking Wau. The Japanese were not done however and hoped to launch a counteroffensive. They planned to bring the 51st division in a large convoy across the Bismarck Sea. But as we saw in a previous episode this was met with catastrophe during the battle of the bismarck sea, denying the reinforcements, equipment and supplies the Japanese at Mubo desperately needed. 800 units, mostly from the 102 regiment held various positions at Mubo and they could not hope to launch a counteroffensive.  The supply situation in New Guinea remained a nightmare for both sides. In January Blamey authorized the construction of a new jeep trail going from Bulldog to Wau and it would take months to complete the 68 mile path. By April the Australians improved their situation in the Mubo area by occupying the heights called Saddle and Vicker's ridge. They began placing artillery on the heights and on the 20th began to bombard the Japanese position on Green Hill. On the 23rd, Major General Stanley Savige of the 3rd division established his Headquarters at Bulolo. Kanga force had been officially dissolved, thus henceforth the 3rd division was responsible for offensives in the Wau-Lae-Markham area. For months the focus had been on reinforcing Wau, expecting a major Japanese offensive. But the Australians had also maintained a small force 11 miles from Salamaua guarding the entrance to the Markham valley. The 2/3rd independent company was occupying in the vicinity of Missim village along the Francisco river between the Powerhouse and Salamaua. In early april they began performing reconnaissance of the area. On the 21st the ambushed a column of 60 Japanese managing to kill over 20 of them and wounding 15. Soon after their commander was notified by Moten that they were going to launch an offensive against Mubo finally set for the 24th. The offensive against Mubo was actually part of something grander. General Blamey planned to capture Lae forming a plan codenamed Operation postern which was quickly approved by General MacArthur. For the plan to work, the allies needed to trick General Adachi that Salamaua was the primary target for a major offensive. Thus to accomplish this, the Australians had the ⅔ independent company operate just a few miles from Salamaua. General Stanley Savige would not even be aware of these grander planes until June of 1943. Postern called for a large pincer movement, involving an amphibious assault east of Lae and an airborne assault near Nadzab 50 kms to the west of Lae. Planning for Postern had begun in May, with Generals Blamey and Herring proposing to seize Nadzab as soon as possible with Brigadier Eather's 25th Brigade and a parachute battalion, while the 9th Australian Division, now under the command of Major-General George Wooten, was to take Lae in early August. Nadzab was an obvious target, undefended and of immense value, not only for the Lae operation but also for extending the range of Allied air power. In the meantime Blamey had various forces drive the Japanese from key areas, but not to attack Salamaua directly. The Japanese were going to be in for a major surprise. But now we are turning over to the CBI theater. Last time we were speaking about General Irwins Arakan disaster and the mad onion man Wingate's operation Longcloth. Irwins blunders had cost countless lives and provided General Koga's 55th division ample time to regroup. By March 20th, Wavell, Irwin and Lloyd were accepting they would have to withdraw the forces to the Maungdaw-Buthidaung line. Wavell was incredibly pissed off and decided to make Lloyd a scapegoat. Lloyd was dismissed and replaced by Major General Lomax who was ordered to simply carry on doing what Lloyd had been doing. Lomax came just in time to meet General Koga's counteroffensive which practically annihilated the 47th brigade. Irwin looking to blame anyone and anything but himself, shifted the blame to the brigade itself rather than his tactical blunders and tried again to bring Slim into his mess. The British forces were forced to flee east of the Mayu river and this severely beat India morale which was already horrible to begin with.   Now how bad was morale? By early April morale had plummeted to an all time new low. This was because of the series of terrible defeats, terrible casualties and growing more from malaria. The 6th brigade wsa evacuating 50 men due to malaria a day. Despite using mepacrine as a suppressive treatment alongside anti-moquito nets, cream and wearing long clothes at night, in 8 weeks the 6th brigade lost half its total strength. Desertions were on the rise from many units, causing the British commanders a lot of anxiety over their loyalty.  General's Slim and Lomax met at Chittagong as Koga was sweeping everything before him. Both generals scoured over the maps and agreed, Koga's next logical step was an assault on the Maungdaw-Buthidaung line. To meet this attack, Slim and Lomax devised a stratagem for catching Koga in a box along the Mayu peninsula. The box was to involve 6 battalions, two on the ridges of the Mayu hills, two along the mayu river and two in the hills south of the Maungdaw-Buthidaung road. The idea was to let the Japanese advance through the most likely location, some tunnels on a disused railway track. Once the Japanese were along the tunnels, they would close the lid on the box using a force of brigade level strength. The hope was to achieve a perfect encirclement, chasing the legendary glory of Hannibal's victory at the battle of Cannae. To do this they had exhausted and unbelievably demoralized men and would have to achieve a scheme of geometric perfection.  The troops Lomax came to command were shaken badly, malaria riden battalions, departing the disastrous Arakan campaign at the point of exhaustion. There were no trained formations available in India to replace them, thus they would have to be retained in combat. By early April, Lomax had skillfully managed to stabilize the front at the Maungdaw-Buthidaung. On April 14th Marshall Wavell had appointed General Slim's 15th corps to lead the British-Indian forces retreat. The Japanese sensing weakness amongst the allied forces continued their advance. On April 24th, the Japanese reached the British defenses at Buthidaung and Maungdaw. The 55th indian Brigade held the first attack at Kanthe while carefully preparing their entrapment box strategy, pushing the Japanese advance along the spine of the Mayu mountains; however it all went to shit. Two demoralized battalions gave way to Japanese pressure, breaking the box. This forced everything to come undone and soon the British-Indian forces were yet again performing a fighting withdrawal going north.  It was reported that the fighting efficiency was so low by April 28th, the men of the 8/13th frontier force regiment had literally fired off all their ammunition at an imaginary opponent, and when they actually were attacked the next day they had no option but to retreat. The withdrawal culminated with the capture of Buthidaung on May 9th. The 55th brigade narrowly escaped annihilation by abandoning their vehicles and heavy equipment while limping by foot over some jungle covered hills to safety. Five days later the port of Maungdaw was evacuated and the British-Indian defenders began to take up defensive positions in the open rice-field country near Cox's Bazar. As General Slim noted “Our only hope of stabilizing the front, if the Japanese really pushed us, was to hold the rice-field country. Our men were still untrained for the jungle; they feared it more than they did the enemy. We had to select areas where we could give our troops reasonable fields of fire and open maneuver.‘It was too much like 1942 over again, with the added bitterness that this time we had been defeated by forces smaller than our own.” Slim was very better about the entire ordeal. To make matters worse, the men only pulled out after Slim's incessant pressure applied to Lomax, because Irwin was counter arguing they should toss the kitchen sink for a siege strategy. All the way over in London Sir Winston Churchill had this to say “‘This campaign goes from bad to worse, and we are being completely outfought and outmanoeuvred by the Japanese. Luckily the small scale of the operations and the attraction of other events has prevented public opinion being directed upon this lamentable scene.” Churchill was writing at a time, after the Anglo-American victory in North Africa and the crushing soviet victory at Stalingrad. It was obvious to Churchill and the other allied leadership, Europe was won. Churchill was furious with Wavell, a man he never really liked. The Americans likewise were not happy with Wavell. Meanwhile Irwin kept blaming everyone except himself, even sending reports of how cowardly his troops were. Irwins last absurdity was to signal a recommendation that General Slim by removed from commanding the 15th corps. But Wavell, under severe criticism of himself by this point was determined that Irwin would be canned. Slim was ordered to report to Irwin's HQ. Slim told his colleagues around him he was about to be dismissed as he made his way. When he got to Irwin he was met with this ‘You're not sacked. I am.' Upon hearing this, Slim remarked: ‘I think this calls for the opening of a bottle of port or something if we have one.'   The British-Indians forces had  916 dead, 2889 wounded and 1252 missing; the Indian high command had suffered another heavy blow, with the myth of Japanese superiority, excellence and skill as a jungle fighter being strongly reinforced in the minds of British and Indian troops, something that gravely affected their morale General Slim held a rather remarkable ability, mental toughness with some extraordinary resistance to stress. The frustrations of all the defeats and the constant shuffling between HQs and the front was a lot to bear. Slim actually found something positive about the Arakan disaster. The British battle casualties were high, but they could have been a hell of a lot higher, given Irwins insistance to perform endless frontal attacks. The British had learnt valuable lessons about the Japanese and the lack of their own training in specific areas. There had been over 7500 cases of malaria and they were only truly learning on the spot how to deal with the pesky disease. Troops heanceforth would be routinely issued with mosquito nets, repellents and by autumn of 1943 a wonder drug was developed, Mepacrine which significantly helped with the symptoms of malaria.  But by far and large the most significant long term development in 1942-1943 was the gradual reasseration of allied air superiorirty. By the end of 1942, 150 new airfields were constructed, RAF pilots and aircraft began to arrive to them in large numbers and the Americans had sent 10,000 air force personnel to serve in the CBI theater. Heavy B-24 Liberator bombers began to appear at the battlefront for the first time and in November of 1942 some made the spectacular 2760 mile return trip after bombing Bangkok. The Japanese quickly realized their proposed Burma-Siam railway was very vulnerable. When the war in the middle east came to a close in early 1943, the US army airforce transferred a ton of their heavy bombers to the far east. Bombing raids on Bangkok, Rangoon and Mandalay were increased significantly by Christmas of 1942. The Japanese were gradually losing their air superiorirty and this was deeply troubling for them.  During the Arakan campaign a Japanese colonel issued the following orders ‘There must be no fear of aircraft. As long as you are not discovered you must seek to remain so. If once our position is revealed, the enemy planes must be shot down. It is not permissible to suppose that our soldiers are no match for aircraft.' The Japanese were forced to yield the skies over Arakan even though they had taken its ground. The RAG would conduct search and destroy missions over Thaitkido, Buthidaung, Sinho and Akyab island in June. 6 Hurricanes would escort some Blenheim bombers on a long range raid against Ramree island, even though they were not safe. Allied air superiority would eventually become the crucial factor to win the struggle over Burma. Now we cant talk about Burma without talking a bit more about the mad onion man Wingate. While the Arakan campaign was coming to its disastrous conclusion, Operation Longcloth had reached its own. The last remaining columns made their way back to allied territory. 2182 returned out of the original 3000 men that entered Burma; an estimated 818 men had been killed, taken prisoner or died of disease. There was a ton of criticism tossed at the operation and the effectiveness of the Chindits, but the operation was moderately successful. To be brutally honest, the Burma campaign had basically no success stories except for the Chindits, thus it got inflated quite heavily. Wavell was very pleased with the performance of Wingate's forces, so much so he put in an order to form the new Long Range Penetration group, the 111th Indian Brigade. Wavell handpicked their commander, Brigadier William Lentaigne who would come to hate Wingate and Wingate hated him haha. The success of the Chindits would be tossed in all the major headlines of every newspaper from England to India. The British had to do something to raise morale and the Chindits kind of just fell into it. Now one last major event that occurred during all of this was a major conference. Wavell had been flown to Washington to partake in the Trident Conference which was carried from May 12-25th. The main focus of the conference was on the European theater, in fact there was an obsession over the Mediterranean cross channel invasion plans. When it came to theaters like Burma there was little interest. In fact Churchill would often only talk about Singapore when the east was brought up, showcasing full and well he only sought to revitalize the prestige of the British empire over other things. Churchill was quite in favor of bypassing Burma which he viewed as only being beneficial to China, a subject he could not understand why FDR obsessed over. It seemed the Churchill FDR regarded China as the emerging dominant power in the far east, while he only regarded CHina as a pacific power, ignoring China's claims over Tibet, Mongolia and northeastern Burma, and of course Churchill would completely ignore any mention of Hong Kong. FDR was seen to be extremely Pro-Chiang Kai-shek, almost maniac by British accounts. The British began to adopt a machiavellian stance of supporting Chiang Kai-shek and Chennault's airpower idea, thinking it would surely fail, which served Britain just fine.  Meanwhile, Vinegar Joseph Stilwell also at the Trident conference, kept trying to persuade his president that Chiang Kai-Shek was cunning and quite evil. He stressed the danger of American becoming a solitary atlas bearing the burden of the world because the British were outplaying them. He underlined Chiang Kai-sheks ambitions to get rid of him and replace him with a “yes man”, so he could acquire lendlease material for his own ends without any pushbacks. Stilwell recommended sending US troops to the CBI theater; to get Chiang Kai-shek to make specific commitments and stop wiggling around issues and above all to stop Chiang Kai-sheks stab-in-the-back secret diplomacy antics. Stilwell would find the British at Trident very unimpressed with him and his opinions. Stilwell also chose to bitterly argue with Field Marshal Alanbrooke, the chief of the imperial staff and a rampant Americanphobe. It got so bad, George Marshall told Stimson ‘Stilwell shut up like a clam and made an unfavourable impression.'  During the conference FDR did ask Stilwell in private what he thought of Chiang Kai-shek to which Stilwell said ‘He's a vacillating, tricky, undependable old scoundrel who never keeps his word.' By contrast Chennault, when asked a similar question, replied: ‘Sir, I think the generalissimo is one of the two or three greatest military and political leaders in the world today. He has never broken a commitment or promise made to me.' Meanwhile Chiang Kai-sheks representatives including his wife were threatening to pull out of Burma and to make a separate peace with Japan, unless the British finally took action to seize Rangoon. Instead it was agreed, more supplies would be tossed over the Hump and for the future operation Anakim to be shelved, to which Stilwell argued that if the allies waited another year before launching a land-based campaign, China would collapse.  Trident was chaotic as hell. Admiral King slammed the table with his fists many times violently supporting Marshall and Stilwell. King and Marshall wanted the land route to China open, but the British kept tossing their support for the Hump operations. Stilwell was not having a good time, but then he had a surprising victory. Stilwell met with Churchill privately, complaining about the abysmal situation in Burma, and Churchill 100% agreed with his criticisms. Churchill acknowledged the high command in India was terrible and that he was going to replace Wavell. As Stilwell wrote after the experience.   “With Wavell in command, failure was inevitable; he had nothing to offer at any meeting except protestations that the thing was impossible, hopeless, impractical. Churchill even spoke of it as silly. The Limeys all wanted to wait another year. After the Akyab fiasco, the four Japanese divisions in Burma have been scared to death. The inevitable conclusion was that Churchill has Roosevelt in his pocket. That they are looking for an easy way, a short cut for England, and that no attention must be diverted from the Continent at any cost. The Limeys are not interested in the war in the Pacific, and with the President hypnotised they are sitting pretty. Roosevelt wouldn't let me speak my piece. I interrupted twice but Churchill kept pulling away from the subject and it was impossible.' Thus Wavell was as they say “kicked up stairs”, promoted to viceroy of India and replaced as commander in India with Sir Claude Auchinleck. Stilwell returned to China and participated on a celebrity tour arranged by George Marshall to heighten his profile. Once that was done, Stilwell fell into a depression writing this  “‘Back to find Chiang same as ever – a grasping, bigoted, ungrateful little rattlesnake.Any Jap threat will put the Peanut in an uproar, and if they are wise they will repeat their attempt, for this if for no other reason. And if they seriously want to gain the game, they can attack Kunming or Chungking, or both, with five divisions on either line and finish the matter. If we sting them badly enough in the air, they are almost sure to try it . . . The Peanut's promise of picked men for India is so much wind; last year 68% of the men sent were rejected for trachoma or skin disease . . . This is going beyond all bounds. This insect, this stink in the nostrils, superciliously inquires what we will do, who are breaking our backs to help him, supplying everything – troops, equipment, planes, medical, signal, motor services, setting up his goddam SOS, training his lousy troops, backing his dastardly chief of staff, and general staff, and he the Jovian dictator, who starves his troops and is the world's worst ignoramus, picks flaws in our preparations and hems and haws about the Navy, God save us.” Stilwell's frustration was a bit understandable as Chiang Kai-shek had still not replied to FDR about if or when he could commit forces into Burma again. Stilwell was baffled by his nations continued support of what he saw as a fascist regime in China, while simultaneously fighting the fascist regimes in Europe. What Stilwell really wanted was to be made field commander in China, and if he ever got that position, the first thing he would do was cancel the lendlease. Things were not going so well for the married couple of Vinegar Joe and Peanut. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go 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 after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Things were not going well in Burma to say the least. Well except for the Chindits minor success, but that simply could not overcome the incredible low morale of the far east allied forces in the face of what seemed an unstoppable Japanese goliath. 

General James C. McConville is the 40th Chief of Staff of the United States Army, filling a critical position for our nation once occupied by individuals such as General John J. Pershing, Douglas MacArthur, George Marshall, Dwight Eisenhower, and Omar Bradley. A West Point graduate, soldier, leader, and aviator, General McConville has commanded the famous 101st Airborne Division (Air Assault) and led in combat including in Iraq and Afghanistan. Now, as Army Chief of Staff, his job is to ensure our soldiers have the training and equipment they need to accomplish their missions and return home safely. In this position, he's also a member of the Joint Chiefs of Staff, helping to advise some of our nation's senior civilian leaders on vital national security decisions. General McConville sat down with Bradley Bowman — senior director of FDD's Center on Military and Political Power (CMPP), filling in for host Cliff May — just days after the one-year anniversary of Putin's unprovoked large-scale invasion of Ukraine and amidst reports of Beijing considering the provision of lethal aid to Moscow for use against Ukrainians. Bradley and General McConville discuss the war in Ukraine and what's at stake for Americans, how to strengthen the U.S. defense industrial base, the nature of the threat from China, and what the Army is doing to deter aggression in the Indo-Pacific and beyond. Bradley also asks him for an update on the Army's ongoing modernization efforts — the most significant the service has conducted in four decades and one that will determine whether Americans can prevail on future battlefields.

The Drumbeats of War: Episode 3 explores the 10th Mountain Division's backstory in the lead-up to America's entry into World War II. The episode includes abridged interviews with Chris Juergens, PhD, the Anschutz Curator of Military History at History Colorado, on the history of Germany's mountain troops, and Sepp Scanlin, the former director of the 10th Mountain Division and Fort Drum Museum, on the resistance the idea of an American mountain division faced from within the War Department. The episode also includes an overview of Minnie Dole's Herculean efforts to establish a ski division, as well as the way world events—and America's climbers—helped persuade military leaders that maybe we really did need a mountain division after all. See here for show notes and resources.  Available only to patrons, the Unabridged episode of Episode 3 also includes: Unabridged versions of both interviews A complete chronology of events leading up to General George Marshall's decision to conduct exploratory ski patrols in the winter of 1940-41. A narrative account of the involvement of The American Alpine Club members H. Adams Carter, Bob Bates, Bill House, Walter Wood Jr. and Dr. James Grafton Rogers in the lobbying efforts for a mountain division.

General George Catlett Marshall graduated from Virginia Military Institute, and served in the Philippines and in World War I.  He was later an aide to General John Pershing and assistant commandant of the Army's infantry school where he taught many future commanders.  As chief of staff of the U.S. Army he directed army operations throughout World War II.  After his retirement in 1945, President Harry Truman sent him to China to mediate the civil war there.  As Secretary of State, Marshall proposed the European aid program known as the Marshall Plan and initiated discussions that led to the formation of NATO.  He resigned because of ill health but was called back by Truman to become Secretary of Defense and to prepare the armed forces for the Korean War. In 1953 he was awarded the Nobel Prize for Peace.  Given everything he accomplished in his life, he truly is an Immortal.See omnystudio.com/listener for privacy information.

Five years after World War II ended, Winston Churchill said he was still amazed that the United States, which before WWII had a tiny military and was fully committed to isolationism, “were able not only to build up the armies and air force units, but also to find the leaders and vast staffs capable of handling enormous masses and of moving them faster and farther than masses have ever been moved in war before.” He was speaking in general about the United States, but much of the credit arguably was with Chief of Staff Gen. George Marshall and Secretary of War Henry Stimpson.From 1940 until the end of the war, Marshall and Stimson headed the army machine that ground down the Axis. Theirs was one of the most consequential collaborations of the twentieth century. According to Dwight Eisenhower, the two possessed more greatness than any other men he had ever met.The general and the secretary traveled very different paths to power. Educated at Yale, where he was Skull and Bones, and at Harvard Law, Henry Stimson joined the Wall Street law firm of Elihu Root, future secretary of war and state himself, and married the descendant of a Founding Father. He went on to serve as secretary of war under Taft, governor-general of the Philippines, and secretary of state under Hoover. An internationalist Republican with a track record, Stimson ticked the boxes for FDR, who was in the middle of a reelection campaign at the time. Thirteen years younger, George Marshall graduated in the middle of his class from the Virginia Military Institute (not West Point), then began the standard, and very slow, climb up the army ranks. During World War I he performed brilliant staff work for General Pershing. After a string of postings, Marshall ended up in Washington in the 1930s and impressed FDR with his honesty, securing his appointment as chief of staff.Today's guest is Edward Aldrich, author of The Partnership: George Marshall, Henry Stimson, and the Extraordinary Collaboration that Won World War II. Marshall and Stimson were two very different men who combined with a dazzling synergy to lead the American military effort in World War II, in roles that blended politics, diplomacy, and bureaucracy in addition to warfighting. They transformed an outdated, poorly equipped army into a modern fighting force of millions of men capable of fighting around the globe. They, and Marshall in particular, identified the soldiers, from Patton and Eisenhower to Bradley and McNair, best suited for high command. They helped develop worldwide strategy and logistics for battles like D-Day and the Bulge. They collaborated with Allies like Winston Churchill. They worked well with their cagey commander-in-chief. They planned for the postwar world. They made decisions, from the atomic bombs to the division of Europe, that would echo for decades.

Edward Aldrich comes on the show to discuss his book that covers the highly effective teamwork of Secretary of War Henry Stimson and Army Chief of Staff George Marshall. Once they are both in position, they will have 17 months to ready the American Armed Forces before Pearl Harbor. Not that they know this. What they do know is war is coming, yet half of the country wants to stay out and FDR can't say much to publicly support to their efforts. Learn more about your ad choices. Visit podcastchoices.com/adchoices