Podcasts about Suzuki

Dans cet épisode animé, Luc Gélinas, Stéphane Waite et Tony Marinaro débattent de l’actualité du Canadien de Montréal et des choix de Martin St-Louis derrière le banc. Luc Gélinas réagit à la situation de Samuel Montembeault : « Ton numéro un ne peut pas être assis sur le banc deux semaines », affirme-t-il, tout en estimant qu’on exagère le dossier à Montréal. Selon lui, St-Louis apprend à naviguer dans le marché montréalais et prend aujourd’hui de meilleures décisions qu’à ses débuts. Luc croit aussi que le CH devrait peut-être déjà avoir son futur deuxième centre à l’interne, en Michael Hage, et il vante le jeu complet de Juraj Slafkovsky, très engagé malgré des statistiques modestes. Stéphane Waite, pour sa part, commente le retour de Montembeault et les performances de Jakub Dobeš : « Il a été bon, mais pas dominant ». Il applaudit le retour rapide de Samuel, qu’il juge essentiel à long terme. Waite est aussi catégorique : le deuxième trio actuel ne peut pas aspirer aux grands honneurs, et pour lui, Slafkovsky est à sa place avec Caufield et Suzuki. Tony Marinaro soulève la question du moment : faut-il envoyer Montembeault devant les Sénateurs samedi? Il aurait plutôt donné le filet à Dobeš, suivant la logique du mérite évoquée par St-Louis. Tony doute également de la solidité du deuxième trio selon les statistiques avancées, et parie même « un 10 $ que les Panthers ne feront pas les séries ». Sa comparaison savoureuse du premier trio? « Les œufs, le lait et la farine! » Quand le CH fait parler, personne ne reste de glace — surtout pas le Premier Trio!Voir https://www.cogecomedia.com/vie-privee pour notre politique de vie privée

You want to attend the Basu and Godin Notebook Live Pod on November 6th? Grab your tickets quickly, they go fast : https://tinyurl.com/7dv5fhnuOn this episode of the Basu & Godin Notebook ⬇️➡️ First, the World Series (00:00)➡️ Searching for the « full 60 » (5:15)➡️ The Suzuki line has reached a new level (17 45)➡️ Would a line change serve Demidov and the Canadiens? (22 00)➡️ Demidov and Hutson on their pass-first habits (34:10)➡️ Suzuki and Caufield Olympic aspirations (43:20)➡️ Vibe Czech with Dobes (54:15)#hockey #canadiensmtl #basuandgodin #thenotebook #habs #podcast -Subscribe on our website for exclusive content➡️ https://www.basuandgodin.com/X ➡️ https://x.com/BasuAndGodinInstagram ➡️ https://www.instagram.com/basuandgodin/Facebook ➡️ https://www.facebook.com/profile.php?id=61566955796748TikTok ➡️ https://www.tiktok.com/@basuandgodin This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.basuandgodin.com/subscribe

Cette semaine à La Taverne Hockey, Maxim Lapierre, Pascal Leclaire, Gilbert Delorme et Tony Marinaro discutent et débattent des sujets les plus brûlants de l'univers du hockey. Un segment du podcast La Poche Bleue.Concours commentaire --Cours la chance de remporter un bâton TPS Hockey!Réponds à la question de la semaine en commentaire et inscris-toi au tirage ici

Protect your family with our 1-minute free parent quiz https://www.smartsocial.com/newsletterJoin our next weekly live parent events:  https://smartsocial.com/eventsEpisode Summary:In this engaging episode of the SmartSocial.com Podcast, host Josh Ochs discusses the importance of digital citizenship with Julie Garcia, Senior Director of Future Ready Learning, and Derek Suzuki, Program Manager for Instructional Technology, both from the San Diego Unified School District. They delve into topics such as online interactions, AI usage in education, screen time issues, and proactive strategies for fostering digital safety in schools. The conversation includes practical tips for parents and educators to enhance students' online experiences while mitigating risks associated with social media, AI, and excessive screen time.Become a Smart Social VIP (Very Informed Parents) Member: https://SmartSocial.com/vipDistrict Leaders: Schedule a free phone consultation to get ideas on how to protect your students in your community https://smartsocial.com/partnerDownload the free Smart Social app: https://www.smartsocial.com/appdownloadLearn about the top 190+ popular teen apps: https://smartsocial.com/app-guide-parents-teachers/View the top parental control software: https://smartsocial.com/parental-control-software/The SmartSocial.com Podcast helps parents and educators to keep their kids safe on social media, so they can Shine Online™

On Episode 713 of The Core Report, financial journalist Govindraj Ethiraj talks to Aamar Deo Singh, Senior Vice President - Equity, Commodity & Currency at Angel One.SHOW NOTES(00:00) Stories of the Day(01:10) Will Trump's Asia visit goodwill spill over to India?(02:56) Market exuberance rules higher as Nvidia crosses $5 trillion(05:17) It's the best time in a long time for PSU banks and the markets are rewarding the stocks.(14:33) Suzuki wants to regain 50% of India auto market share and become the largest electric car company here.(15:57) Did Bill Gates just do an about turn on climate?For more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube

Details of Maruti Suzuki's small hybrid car, Starlink's litmus test to comply with local laws ahead of launch, EU trade deal closer minus CBAM, and the sweet spot for real estate consumers. Also inside: our reporters' interviews with DP Singh, Deputy MD and Joint CEO of SBI Mutual Fund and Navneet Munot, Managing Director and CEO of HDFC Asset Management Company, and data stories from politics to economics. Tune in for all this and more in today's edition of Moneycontrol Editor's Picks.

This week, Matt Allan and George East deliver rapid-fire reviews of four new electric cars — the Citroën E-C3 Aircross, Polestar 4, Mazda 6e, and Suzuki e Vitara — sharing the good, the bad, and the downright ugly.They also break down the latest EV headlines, including Porsche's new Macan GTS, a driver-focused twist on its electric SUV, the government red tape threatening charging hubs, and Tesla's surprise revival of the Model S and Model Xin Europe.Plus, there's a first look at the Omoda 4, a compact SUV from one of China's fastest-growing brands — and George gets expert insight into the used EV market from NTT Data's Geoff Hurst.This week's highlights:Porsche Macan GTS – the most engaging electric Macan yetCharging hub confusion – new rules could make signposting harderTesla Model S & X return – refreshed and back on sale in EuropeOmoda 4 – a new compact SUV challenger from ChinaInterview – NTT Data's Geoff Hurst on what's really happening in the used EV market.

Moving to America and playing an important part in an incredible period of dominance with Suzuki. The competitive intensity fellow Aussie Matt Mladin brought to his training and racing as well as the emergence of data and the deep dives that helped make him a better rider. Returning home and switching from team land, where you try to exploit even the smallest holes in the rules, to enforcing them for Motorcycling Australia. How policing the technical side lead to the top job, the challenges navigating through covid and a balance sheet that was on life support. The greenshoots in all areas of two wheel competition in Oz inspired by our MXON and Speedway teams in recent months. Plus working on the Australian Motorsport Hall of Fame board and a park the politics ‘roll your sleeves up’ approach to management. Peter’s candid approach to story telling will leave you in no doubt that the right administrator can make a good Motorsport podcast guest. Head to Rusty's Facebook, Twitter or Instagram and give us your feedback and let us know who you want to hear from on Rusty's GarageSee omnystudio.com/listener for privacy information.

Sun, Oct 26 2:46 AM → 2:53 AM Female reportedly shoved into the trunk of a Blue Suzuki sx4 sedan with Mass plates 5CR-F51 - Vehicle last seen heading east bound Albany Ave. in Hartford Radio Systems: - Connecticut State Police Troops C,D,E,F,H,K, Norwich, Groton, Plainfield Police

Siebtes Spiel ungeschlagen, eine tolle erste Halbzeit mit einer offensiven Aufstellung und schon wieder ein Grifo-Freistoßtor: Viel zu besprechen beim 2:0-Heimsieg gegen den FC Utrecht! (Wir haben immer noch Probleme mit Apple und PocketCast. Wir warten immer noch auf Hilfe von Apple, sonst werden wir ab November einen komplett neuen Feed probieren müssen) Aktuelle SC-Themen Das Spiel gegen FC Utrecht Spieler des Spiels Europa League Spieltag 3 Ausblick auf das Spiel gegen Bayer Leverkusen So könnt ihr uns unterstützen:Patreon: https://patreon.com/SpodcastFreiburg Paypal: https://paypal.me/SpodcastFreiburgDas SC Freiburg Tippspiel 25/26: https://www.kicktipp.de/spodcastFeedback? Sehr gerne! Kontaktiere uns jederzeit via Social Media oder Mail (spodcastfreiburg@gmail.com)Mehr Infos auf https://www.spodcast-freiburg.deEuer Spodcast Team in dieser Folge: Julian (@nokraut / @nokraut.bsky.social), Mischa (@ZerstreuungFuss / mischazefu.bsky.social)

Who you got in the World Series? Can anyone beat Shohei Ohtani and the LA Dodgers? Padres have 5 guys on their manager hot list. Who gets hired? Angels get Suzuki as new manager. Bolts vs Vikings TNF. NFL Week 8 matchups Dallas, Denver, Packers, Steelers, Eagles, Giants, Browns, Patriots. Aztecs and Fresno State battle for Oil Can. UCLA big game in Big Ten. NBA rocked by gambling in Miami and Portland. NBA teams to watch Spurs, Dallas, Houston, Denver, Atlanta, Detroit, Indiana, Boston, Lakers, Clippers. Plus, big news in auto racing: San Diego NASCAR, Mexico City Grand Prix, Formula 1, Team Cadillac. And some PGA news. My head is about to explode with this much sports information! Got a question or comment for Hacksaw? Drop your take in the live chat on YouTube, X or Facebook. Here's what Lee Hamilton thinks on Thursday, October 23, 2025.   1)...WORLD SERIES...DODGERS-BLUE JAYS "EVIL EMPIRE-VS-OH CANADA"   2)...PADRES MANAGERIAL SEARCH "PADRES HOT-LIST"   PUJOLS LORETTA FLAHERTY HUNDLEY NIEBLA   3)...ANGELS-SURPRISE HIRE…KURT SUZUKI "NEW MANAGER-SAME PROBLEMS" ----------- 4)...CHARGERS-VIKINGS...THURSDAY NIGHT FOOTBALL "JUSTIN HERBERT-VS-BRIAN FLORES"   5)...NFL SCHEDULE...INTERESTING MATCHUPS "SUNDAY-MUST SEE TV"   DALLAS-DENVER PACKERS-STEELERS EAGLES-GIANTS BROWNS-PATRIOTS =========== HALFTIME...DIXIELINE LUMBER ============ 6)...COLLEGE FOOTBALL SATURDAY…AZTECS-FRESNO-UCLA "MWC-BIG 10 GAMES " ------------   7A) ...***NBA ROCKED BY SCANDAL****…TRAILBLAZERS-HEAT-FBI "BILLUPS-ROZIER ARRESTED"   7B) ...NBA SEASON STARTS...TWO TEAM BATTLE TO TOP…OKC-CAVALIERS "TEAMS TO BEAT"   8)...NBA STORYLINES...HOW GOOD ARE THESE TEAMS "TEAMS TO WATCH"   SPURS-DALLAS HOUSTON-DENVER ATLANTA-DETROIT INDIANA-BOSTON LAKERS-CLIPPERS ------------ 9)...HOT HEADLINES "OFF THE SPORTSWIRE"   NASCAR-SAN DIEGO MEXICO CITY GRAND PRIX FORMULA 1 CADILLAC PGA LOGO =============== #nfl #PATRIOTS #BROWNS #STEELERS #CHARGERS #BRONCOS #EAGLES #COWBOYS #GIANTS #PACKERS #VIKINGS #MLB #bluejays #PADRES #mikeshildt #mannymachado #fernandotatisjr #albertpujols #DODGERS #claytonkershaw #shoheiohtani #blakesnell #ANGELS #anthonyrendon #miketrout #artemoreno #vladimirguerrerojr #alejandrokirk #sandiegostate #aztecs #seanlewis #sdsu #jaydendenegal #ucla #fresnostate #chargers #justinherbert #keenanallen #drakemaye #aaronrodgers #mylesgarrett #danieljones #dakprescott #jalenhurts #BRIANFLORES #macjones #lakers #deandreayton #clippers #kawhileonard #nuggets #hawks #rockets #celtics #thunder #suns #spurs #VICTORWEMBENYAMA #SHAIGILGEOUSALEXANDER #CHETHOLMGREN #chaunceybillups #terryrozier #f1 #cadillacracing #NASCAR     Be sure to share this episode with a friend! ☆☆ STAY CONNECTED ☆☆ For more of Hacksaw's Headlines, The Best 15 Minutes, One Man's Opinion, and Hacksaw's Pro Football Notebook: http://www.leehacksawhamilton.com/ SUBSCRIBE on YouTube for more reactions, upcoming shows and more! ► https://www.youtube.com/c/leehacksawhamiltonsports FACEBOOK ➡ https://www.facebook.com/leehacksaw.hamilton.9 TWITTER ➡ https://twitter.com/hacksaw1090 TIKTOK ➡ https://www.tiktok.com/@leehacksawhamilton INSTAGRAM ➡ https://www.instagram.com/leehacksawhamiltonsports/ To get the latest news and information about sports, join Hacksaw's Insider's Group. It's free! https://www.leehacksawhamilton.com/team/ Thank you to our sponsors: Dixieline Lumber and Home Centers https://www.dixieline.com/  

Radio TRO is brought to you in part by:Twisted Road - Motorcycle Rental in the USAVisit Twisted.TRO.bike to get a FREE riding day!Robin points out how the "download app" button on our weather page is actually Ventusky's embed. We "taped over it" so you can scroll to TRO's real data. Maintenance logs now auto-back up 10 deep because he himself deleted notes and learned the hard way. Happily marooned in Truth or Consequences, NM, Maggie scored a mint Suzuki SV650! Next, it's on to tire logic full pit chief: street at 36/36 psi on Robin's Suzuki, about 15% lower for track work to grow the contact patch.Brian leans into the seasonal pod paradox before flexing luggage nerd cred. He put fresh Givi E22s on to replace clapped E21s. He actually washed the bike and even cleaned the sprocket! His Missouri recap runs as short highlights: P, DD, 32 and the mega-sweeper 34. A blissful thunderstorm turned lanes into leaf marbles. A St. Genevieve ferry hop unfolded and the inevitable Illinois slog followed. Back home, the MSF ARC with Coach Chad sharpened his braking and precision. The garage saw a tire swap and a postponed valve check. One-hour Brown County "full hatred" rip proved why a truly copacetic riding partner beats any quickshifter.Jordan shines a light on Bessie Stringfield, poking the myth-versus-record bear. Was she born in 1911 or 1912? Jamaica as she claimed or North Carolina per the SSA? The paperwork is messy. His point is clear: treat her as both truth and legend. Focus on who she was, not only what can be notarized. He sets the table cleanly, wink 'n' promise, with respect and a proper deglazing of tall tales.Episode Page: https://tro.bike/podcast/2025e26/Music by Rabid Neon and Otis McDonald

En este programa tendremos:✅ Andy de GPEANDO nos habla de MotoGP y del Hooliganeo que esta entrando ya en SBK.✅ Wiki Pepe nos habla sobre las BRL de jerez, la investigacion de Suzuki para un motor de peos de vacas, la moda de cargarse los espejos retrovisores en USA y las matriculas abatibles y la subida de ventas de motos clasicas..✅ Jesus, de piezasdemotos.com nos trae la agenda motera de la semana.✅ Juan Carlos Toribio nos habla de la denuncia de un puente en Galicia y de dejarle la moto a alguien.

Mi invitado de hoy es Erick González Angulo, Director General de Mercadotecnia de SUZUKI México, la marca japonesa sinónimo de confiabilidad e innovación, con más de dos décadas en el país.Erick es experto en hacer marketing automotriz modo leyenda: ha lanzado campañas nacionales con Star Wars, llevado a OV7 a un festival de movilidad sustentable, y acompañado el lanzamiento de su nuevo vehículo con Los 4 Fantásticos.Hoy nos acompaña no solo como invitado… sino como representante de SUZUKI, patrocinador oficial de “¿Cómo funciona tu negocio?”. Abróchate el cinturón porque esta es tu oportunidad para entender cómo se construye una marca automotriz de adentro hacia afuera.Agenda tu prueba de manejo para probar el nuevo Suzuki Fronx Booster Green 2025, hoy mismo: https://www.mercatitlan.com/suzukiTú también puedes reventar el potencial de tu negocio con nuestro curso en línea de Inteligencia Artificial para emprendedores 

David Nihill jumps into The Wayback as we go international and take a cruise through the 80's and 90's of Ireland. (See him on tour and check out his special "Shelf Help" on YouTube).  David gets nostalgic about push starting his dad's car at school pick up, his 1991 Honda CRX, and selling his Super Nintendo for a Suzuki dirt bike.  A hellion of a teenager, David also reminisces about getting arrested as a teenager during his "fire phase," stealing a stolen car from the local "armed" robber, and wreaking havoc during the insanity of Irish Halloween. My new standup special “Live and Alive” premieres on my YouTube channel Friday, October 24 at 9 PM EST/6 PM PST! Set your reminders now! I'll be in the live chat talking with y'all for the whole premiere! Join me and let's have some fun! SUBSCRIBE to my YouTube & turn notifications ON! https://youtube.com/@rsickler SUBSCRIBE TO MY PATREON - The HoneyDew with Y'all, where I Highlight the Lowlights with Y'all! Get audio and video of The HoneyDew a day early, ad-free at no additional cost! It's only $5/month!  AND we just added a second tier. For a total of $8/month, you get everything from the first tier, PLUS The Wayback a day early, ad-free AND censor free AND extra bonus content you won't see anywhere else! https://www.patreon.com/RyanSickler If you or someone you know has a story that has to be heard, please submit it to honeydewpodcast@gmail.com http://ryansickler.com/ https://thehoneydewpodcast.com/ SUBSCRIBE TO THE CRABFEAST PODCAST https://podcasts.apple.com/us/podcast/the-crabfeast-with-ryan-sickler-and-jay-larson/id1452403187

Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events.  Is there a simple way to say my name so people actually remember it? Yes: use “Pause, Part, Punch.” Pause before you speak, insert a brief “part” between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce.  Do now: Practise: “Hello, my name is… (pause) …Keiko… (part)…TANAKA.” Record it, tweak cadence, rehearse daily.  What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression (“Mr Tall Suzuki with heavy rims”) to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association—link to a character, place, or attribute you won't forget (e.g., Suzuki as “Japan's Clark Kent”). Compared with generic “memory palace” tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services.  Do now: Use their name once early, once mid-chat, once when you part: “Thanks, Suzuki-san—great insight on logistics.”  How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate—big cape, soaring over Otemachi, a giant sign reading “SUZUKI.” This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall.  Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat.  Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme (“straight-back Tanaka”). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding.  Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness.  How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation (“Did I hear Asakawa correctly?”), once to reinforce rapport (“Asakawa-san, that supply-chain example—brilliant”), and once to close (“Thanks, Asakawa-san, let's reconnect next week”). In Japan and many APAC markets, add appropriate honorifics (-san) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between “nice chat” and a remembered relationship.  Do now: Commit to a “1-1-1 rule”: one use early, one mid-conversation, one at goodbye—then stop.  What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages.  Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and log your percentage. Aim for +10% per month.  Quick checklist Practise Pause–Part–Punch for your own intro. Deploy LIRA on first contact; BRAMMS for backup cues. Build images with PACE; keep them private and positive. Use the 1-1-1 name-use rhythm. Track recall within 24 hours; improve monthly.  2021.10.7 How To Remember Peopl… Conclusion Remembering names isn't a talent; it's a process. With a few small behaviours—well-timed emphasis, intentional listening, vivid associations—you'll create stronger first impressions and build trust faster across Japan, Australia, the US, and beyond. Structured using a GEO search-optimised format for maximum retrievability and skim value.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which

Il Milan guarda già al prossimo calciomercato e al possibilesostituto di Mike Maignan: Zion Suzuki del ParmaDiventa un supporter di questo podcast: https://www.spreaker.com/podcast/radio-rossonera--2355694/support.

durée : 00:02:38 - Normandie Sports - Le skipper normand Louis Duc embarque le japonais Masa Suzuki sur la 17e Transat Café l'Or. Si le premier reconnaît plutôt parler franglais, le second assure qu'ils se comprennent parfaitement lors des manœuvres. Quant à la nourriture, chacun a ses propres boîtes. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

In this solo episode, Jen Suzuki kicks off her new Sales Series with the energy, insight, and strategy that'll transform your phone calls into conversions. Jen breaks down her favorite real-world techniques that work for inbound, outbound, internet, and service calls — the same tactics she teaches top-performing dealership teams across the country. You'll learn: How to make an intro that hooks customers instantly How to use loyalty recognition to build instant trust How to sell the appointment before asking for it Why energy, benefits, and connection beat old-school sales scripts every time The “What are you doing right now?” technique that boosts same-day appointments This episode is pure gold for salespeople, BDC agents, and managers who want to stand out on the phone and close more deals — without sounding robotic or desperate. Tune in and get ready to level up your sales conversations! Dealer Talk with Jen Suzuki Podcast |

Endlich wieder BUNDESLIGA, endlich wieder BOHNDESLIGA!! Zur Besprechung des 7. SPIELTAGs müssen Eddy und Niko heute leider ohne Tobi und Nils auskommen, die im wohlverdienten Urlaub sind. Dafür freuen wir uns umso mehr, dass wir mit Constantin Eckner einen tollen Gast in der Sendung haben, der als Journalist und Kommentator die sportliche Expertise in die Sendung bringt :)! Topthema ist natürlich der deutschen Klassiker FC BAYERN gegen BORUSSIA DORTMUND aber auch die sonstigen Spitzenteams um LEVERKUSEN, LEIPZIG und STUTTGART wussten zu überzeugen und setzen sich oben fest. Das einzige Spitzenteam das Federn gelassen hat ist EINTRACHT FRANKFURT - sehr zu Eddys Leidwesen. Viel Spaß bei der neuen Ausgabe BOHNDESLIGA! Rocket Beans wird unterstützt von Littis Einwurf bzw. Suzuki. Learn more about your ad choices. Visit megaphone.fm/adchoices

#529 TVS Motor, India Pt1. Gareth travels 5,000 miles to discover more about the 4th biggest manufacturers of 2-wheelers in the world. Join Gareth on a factory tour, and find out about TVS' connection to storied British bike brand Norton.

Les Canadiens ont créé l'égalité en fin de troisième période contre les Predators, avant de les vaincre en prolongation, jeudi soir. Après cinq matchs, le CH montre un dossier de 4-1-0 et il y a de la magie dans l'air! Mais tout n'est pas parfait. Juraj Slafkovsky a un seul but - son seul point - en cinq matchs. Doit-on le retirer du premier trio? Ivan Demidov aura-t-il droit à une promotion? Et que dire de Patrik Laine, qui continue de se chercher sur la patinoire. Ce sont quelques-uns des sujets de ce nouvel épisode de Sortie de zone avec l'animateur Jérémie Rainville et Stéphane Waite du 98.5 Sports, ainsi que Simon-Olivier Lorange et Guillaume Lefrançois, de La Presse. Le sommaire Bloc 1 2:00 - Il y a de la magie dans l’air! Victoire de 3-2 en prolongation face à Nashville. 16:25 - Avec de la magie, est-ce que le CH peut parfois se faire jouer des tours? 25:00 - Un dossier de 4-1-0 en cinq matchs: est-ce un bon début de saison? Bloc 2 29:30 - Tout le monde veut enlever Slafkovsky du trio de Suzuki pour mettre Demidov. Vous en pensez quoi? 36:15 - Rangers et Sabres un piège pour le CH? 41:30 - Lane Hutson finalement invité avec l'Équipe des États-Unis. Qu’est-ce qui a fait la différence? Bloc 3 47:50 - Chirurgie au pouce droit pour Brady Tkachuk: 6 à 8 semaines d’inactivité. Quel impact sur les Sénateurs, selon vous?Voir https://www.cogecomedia.com/vie-privee pour notre politique de vie privée

You can find our The Lost Biker Stories book, tool rolls, stickers and prints here: https://www.thelibertatia.com ______________ Please do leave a comment and share your thoughts. If you've got a story, insight or pictures to share, you can also email hi@tuesdayatdobbs.com Instagram: www.instagram.com/@tuesday_at_dobbs My other YouTube channel: @FreddieDobbs For all of your motorcycle charging requirements, you can check out CTEK's range of products here: https://www.ctek.com ______________ Time Stamps: 0:55 How to turn a huge £2,000 ABS bill on your 1150 or 1200 BMW, into just £9 05:55 The massive difference in Triumph T120 ABS unit costs 07:55 Suzuki v storm: £3,900 for a hydraulic ABS unit10:00 The New Honda CB1000F is here! 13:33: Genuinely cheating motorbikes to mile munch on (Honda CBF1000, Yamaha TDM900, Honda Varadero XL1000V, Suzuki V-Strom 650, Yamaha FJR1300

durée : 00:06:10 - Le Bach du matin du mercredi 15 octobre 2025 - C'est à l'alto et au clavecin qu'Antoine Tamestit et Masato Suzuki interprètent l'air de ténor "Ergiesse dich reichlich" de la Cantate BWV 5 "Wo soll ich fliehen hin" de Jean-Sébastien Bach. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

What if your construction site had two gates, one for entry, and one for alignment? In this electrifying episode recorded live from Kyoto, Jason Schroeder takes lessons from ancient Japanese castle design and transforms them into a modern leadership framework every builder needs to hear. Drawing from the Masu Gata (a defensive courtyard designed to trap intruders) and the Genkan (the sacred entryway of every Japanese home), Jason reveals a radical truth: your morning worker huddle is your Genkan - the moment that separates chaos from flow, and disunity from one team. You'll hear powerful lessons from Japan's culture of respect, Toyota's leadership philosophy, and a story of how one former Lexus CEO explained why Suzuki fell while Toyota rose. It all comes down to loving the Gemba people , the workers and creating a jobsite culture where no one walks in unaligned. In this episode, you'll learn: Why Japan's entry rituals can revolutionize your project culture. How to protect your team from “enemies of alignment”. The real reason every job must have a morning worker huddle. How two gates can prevent disrespect, chaos, and safety risks. Why loving and training your Gemba people is the ultimate leadership act. This isn't just about construction, it's about honor, respect, and discipline. Step into the Genkan. Leave your shoes and your ego at the door.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Jennifer Roig-Francolí shares her journey from a young violinist finding solace in her art, to a place of spiritual exploration and self-discovery. We discuss the challenges she faced in her artistic life, including a pivotal moment when she realized she was not using her creativity in a healthy way, and the profound neck pain that changed her path. Through the Alexander Technique, Jennifer found not just relief from her physical discomfort, but also a new way to reconnect with her creativity. Jennifer discusses her creative childhood, Suzuki training and meteoric run of competitions and solo work, before the ambition dissolved, orchestra life set in, and her relationship with music dimmed. When no treatment could alleviate her stubborn neck pain, a friend urged Jennifer to revisit the Alexander Technique. Within a few lessons, the pain vanished and something deeper shifted – mood, movement, and a sense of ease that didn't require effort.Together, we unpack what Alexander work actually is beyond posture, and Jennifer shares a simple on-air exercise that anyone can try in seconds, demonstrating how noticing without fixing often melts strain and steadies the voice. Jennifer is the creator of the Art of Freedom Method built around five pillars – purpose, mind, body, spirit, artistry – to help musicians and non-musicians create from presence rather than pressure, and author of Make Great Music with Ease: The Secret to Smarter Practice, Confident Performance, and Living a Happier Life.Find out more about The Art of Freedom and Jennifer herecreativityfound.co.ukResearched, edited and produced by Claire Waite BrownMusic: Day Trips by Ketsa Undercover / Ketsa Creative Commons License Free Music Archive - Ketsa - Day TripsAffordably advertise on this podcast by emailing claire@creativityfound.co.uk, or book a call here. I would love some financial support to help me to keep making this podcast. Visit buymeacoffee.com/creativityfoundSupport the showWant to be a guest on Creativity Found? Send me a message on PodMatch, here Podcast recorded with Riverside and hosted by Buzzsprout

Twelve proven techniques leaders, executives, and presenters in Japan and worldwide can use to win audience trust and connection Why does building rapport with an audience matter? Presentations often begin with a room full of strangers. The audience may know little about the speaker beyond a short bio. They wonder: is this talk worth my time, is this speaker credible, will I gain value? Building rapport addresses these concerns quickly and creates connection. Research in communication shows that people remember how speakers make them feel more than the content itself. Leaders in Japan's business community—whether addressing chambers of commerce, investor groups, or internal teams—gain credibility when they connect authentically. Without rapport, even technically correct presentations fail to persuade. Mini-Summary: Rapport is the foundation of influence. Audiences trust and engage with presenters who connect emotionally and authentically. How should you open a presentation to create rapport? Avoid cliché openings like “It is an honour to be here.” Instead, design a powerful opening that grabs attention immediately. Once you have their focus, then acknowledge the organisers and audience. Strong openings show confidence, while formulaic openings sound insincere. Global leaders often begin with a compelling story, surprising statistic, or provocative question. For example, executives at conferences like the World Economic Forum in Davos use striking openings to cut through distraction. This approach works equally well in Japan, where attention spans are challenged by information overload. Mini-Summary: Begin with impact, not clichés. Capture attention first, then express gratitude. How can appreciation and personal references build trust? Arriving early allows presenters to meet audience members and thank them personally. Referring to individuals during the talk—“Suzuki-san raised an interesting point earlier”—breaks down the invisible wall between speaker and audience. It signals authenticity and shared experience. This technique is common among top business communicators. Political leaders worldwide use names and anecdotes to personalise their messages. In Japan, where harmony and inclusion matter, mentioning individuals by name demonstrates respect and strengthens bonds. Mini-Summary: Personal connections—thanking individuals and mentioning names—turn audiences from strangers into allies. Why should leaders use humility and inclusive language? Ego creates distance. Speakers who act superior alienate audiences. Instead, humility and inclusive language—using “we” rather than “you”—foster unity. For example, saying “we should take action” feels collaborative, while “you should” feels accusatory. Japanese business culture values humility, but this principle applies globally. Leaders at firms like Toyota or Unilever gain influence not by commanding but by engaging as equals. Rapport grows when the audience feels part of the message, not separate from it. Mini-Summary: Humility and inclusive language build unity. Audiences respond better to “we” than to superiority or commands. How can facial expressions and delivery style affect rapport? Speakers may unconsciously scowl when concentrating, creating the impression of disapproval. Video recordings often reveal this mismatch. Smiling appropriately signals warmth and reduces barriers, as long as the smile fits the content. Tone matters too. A scolding voice creates resistance, while a friendly and congruent tone fosters openness. At international conferences, skilled presenters adjust tone and expression to suit both serious and lighter moments. In Japan, congruence is particularly valued—audiences quickly detect inauthentic delivery. Mini-Summary: Rapport grows when expressions and tone are congruent. Avoid scowls and use warmth to connect genuinely. What role do audience interests and emotions play? Talks should be designed from the audience's perspective. What is in it for them? What insights can they apply immediately? Tailoring messages to their needs builds value. In addition, appealing to nobler emotions—shared purpose, progress, and contribution—elevates rapport. Audiences want speakers to succeed; meeting their expectations with sincerity builds goodwill. Leaders in Japan's corporate sector, addressing employees or shareholders, create stronger bonds when they align messages with collective aspirations. Mini-Summary: Audiences connect when talks reflect their interests and values. Appeal to purpose and practical application to deepen rapport. How should leaders handle nerves, mistakes, and criticism? Audiences dislike apologies at the start of a talk. Instead, begin confidently. Nervousness should be masked, not announced. Having a good time while presenting signals confidence, even if internally you feel uneasy. Criticism should be welcomed gracefully. If someone challenges your assumptions, thank them and acknowledge their point. Avoid defensive arguments. Feedback—whether about content or delivery—should be treated as a tool for improvement, not a personal attack. Mini-Summary: Confidence builds rapport. Avoid apologies, mask nerves, and welcome criticism as growth. Why is character as important as skill in building rapport? Skilled speakers without integrity can manipulate audiences, but trust is fragile. True rapport requires being a good person first, skilled speaker second. When audiences sense sincerity and benevolence, they engage more deeply. History shows that even charismatic figures who lacked integrity eventually lost credibility. In business today, executives who consistently demonstrate ethical intent—whether at Sony, Hitachi, or smaller firms—earn loyalty and lasting respect. Mini-Summary: Rapport is grounded in character. Integrity ensures skills translate into lasting influence. Conclusion: How do you make audiences like you? Rapport is not about tricks but about authentic connection. By opening strongly, showing appreciation, using names, being humble, speaking inclusively, managing tone, appealing to audience interests, welcoming feedback, and leading with integrity, leaders ensure their message resonates. Key Takeaways: Open with impact, not clichés. Show appreciation before, during, and after. Mention individuals by name to personalise connection. Use “we” language to foster unity. Smile and match tone to content. Focus on audience interests and nobler emotions. Avoid apologies, mask nerves, and welcome criticism. Integrity is the foundation of lasting rapport. Leaders, executives, and professionals should act now: prepare deliberately, practise rapport-building techniques, and commit to authenticity. Audiences don't just remember content—they remember how you made them feel. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Every day for many years, we at Cuke Archives have posted daily lecture excerpts. They're all over the place in terms of representing Suzuki's teaching, how much context is missing, or how appealing they are. I comment on all this. - DC

FCK står over for en afgørende blok med fire kampe mod "lette" hold - og det starter i Silkeborg på fredag. I denne uges Kvart i Optakt analyserer den turbulente september-periode og kigger fremad mod, hvad der skal til for at hente de vigtige 12 point.I denne episode:Analyse af Silkeborgs styrker og svagheder - og hvorfor FCK SKAL slå demBliver det en 3-4-1-2 formation - hvorfor trebackkæde på kunstgræs?Den defensive udfordring: Hvad gør man med Suzuki, Pantelis og højrebackpositionen?Elias Achouris skadesituation og kampen om pladserneForventet startopstilling og taktiske overvejelserPointprognoser: Hvorfor de næste fire kampe er afgørende for efteråretPanelet gætter resultatet og første målscorerPartner: Punkt 1 SøtorvetMeld dig ind i Kvart i bold: https://kvartibold.memberful.com/join. Hosted on Acast. See acast.com/privacy for more information.

Jason Anderson to Suzuki!? Jorge Prado NOT Going to Red Bull KTM!? Supercross Silly Season is Getting WILD! Riders are switching teams, contracts are changing, and the entire 2026 season is starting to take shape. We figured it was the perfect time to break down some of the craziest team swaps and rumors heading into the new season. Your favorite rider might be on a new team next year — where is Eli Tomac headed? Is Chase Sexton really moving to Kawasaki? What's next for Justin Barcia? Not to mention the MXGP stars like Tim Gajser and Jeffrey Herlings, who will be lining up on new brands in 2026 as well. Let's dive into everything happening in this year's Silly Season — it's one for the books.

Diventa un supporter di questo podcast: https://www.spreaker.com/podcast/radio-rossonera--2355694/support.

Hi everybody, and welcome to  Red Wings Rant: Where tirades and impassioned pleas about your Detroit Red Wings finally have a home.  The wait is over — Red Wings hockey is BACK. In this Red Wings Rant Season Preview, Matt and Mike dive into what could be the most exciting opening night in years as Detroit's youth movement takes center stage. We break down:

It's getting tense in the postseason with the road to the World Series being littered with fallen teams, hopes, dreams, fingernails, and sanity. The Yankees have blessedly joined the fallen today (Oct 8), but the Phillies, Dodgers, Cubs, Brewers, Mariners, Tigers, and Blue Jays remain, each with Asian and Asian American players to root for. We recap the Wild Card Series and the Divisional Series so far, setting up next week's League Championship Series. Two teams in the NL and two in the AL to fight for their shot at baseball glory. Yamamoto had been lights out, Suzuki rediscovered his power swing, Woo is out for the ALDS, Sasaki is crushing in relief, and Ohtani started hot, but has since looked lost at the plate. Lots to still be determined. And it's going to be explosive, tense, and a hell of a lot of fun.

Why trust, empathy, and human relations remain the foundation of sales success in Japan Hunting for new clients is hard work. Farming existing relationships is easier, more sustainable, and far more profitable. Yet not all buyers are easy to deal with. We often wish they would change to make our jobs smoother, but in reality, we can't change them—we can only change ourselves. That principle, at the core of Dale Carnegie's How to Win Friends and Influence People, remains as true in 2025 as it was in 1936. By shifting our mindset and behaviour, we can strengthen buyer relationships and secure long-term loyalty. Why must salespeople change first, not the buyer? Expecting buyers to change their habits or behaviours sets us up for frustration. Buyers act in ways that make sense to them, even if inconvenient for us. The only real lever we have is our own behaviour. Even a small shift—like adjusting our approach by “three degrees”—can change the buyer's counter-reaction. In Japan, where harmony and long-term trust are prized, this principle is especially powerful. A salesperson who shows flexibility and empathy stands out in contrast to competitors who push rigidly for their own preferences. Mini-Summary: Salespeople cannot force buyers to change; by adjusting their own behaviour, they influence the relationship and build trust. What role do Dale Carnegie's Human Relations Principles play in buyer relationships? Carnegie's Human Relations Principles are timeless tools for building cooperation. Three are particularly relevant for sales: Don't criticise, condemn, or complain. Criticism rarely changes behaviour—it provokes defensiveness. Give honest, sincere appreciation. Genuine recognition strengthens bonds and motivates reciprocity. Arouse in the other person an eager want. Frame solutions around what the buyer personally values. These principles apply across industries, from manufacturing to finance. Japanese buyers, in particular, value respectful, non-confrontational communication that acknowledges their contributions. Mini-Summary: Carnegie's Human Relations Principles—no criticism, sincere appreciation, and aligning with buyer wants—remain timeless tools for sales. Why does criticism damage buyer relationships? When salespeople criticise clients, they expect reasoned acceptance. Instead, they trigger defensiveness. Buyers justify their decisions, harden their positions, and often sour the relationship. Consider situations common in Japan: extended payment terms, last-minute order changes, or requests for multiple quotes as compliance. Criticising these behaviours damages trust. Instead, salespeople must work constructively within the constraints, showing professionalism while seeking long-term influence. Mini-Summary: Criticism never wins buyers—it hardens resistance. Professionalism and patience maintain the relationship, even under pressure. How does sincere appreciation change buyer behaviour? Most professionals receive little genuine recognition. Buyers, like colleagues, are often starved of appreciation. Yet false flattery is quickly detected, especially in Japan where sincerity is scrutinised. The key is to find something specific and genuine. For example: “Suzuki-san, thank you for sending the information so promptly—it helped me meet my deadline.” This kind of concrete, truthful appreciation motivates buyers to cooperate more readily in future. Mini-Summary: Specific, honest appreciation builds cooperation and strengthens relationships—especially in Japan, where false flattery backfires. Why must salespeople align with buyer wants, not their own? Buyers spend most of their time focused on their own priorities, not the salesperson's. To gain cooperation, salespeople must align their proposals with what the buyer values personally, not just professionally. In Japan, this often means recognising not only company goals but also individual motivations—career advancement, personal reputation, or peace of mind. Framing solutions to satisfy these deeper wants increases buyer engagement and willingness to act. Mini-Summary: Sales success comes from aligning with buyer priorities—both corporate and personal—rather than pushing seller needs. How can salespeople apply these principles consistently? Building strong buyer relationships requires discipline. Salespeople should: Avoid negative talk about buyer policies. Express timely, specific appreciation for buyer cooperation. Frame every proposal around the buyer's personal and organisational goals. Companies like Toyota and Hitachi succeed because their sales teams apply these principles systematically, not occasionally. Sales leaders must coach and reinforce this mindset, ensuring every client interaction strengthens trust. Mini-Summary: Consistency in applying human relations principles transforms sales teams from product pushers into trusted partners. Conclusion In 2025, with competition fiercer than ever, building strong buyer relationships remains the bedrock of sales success. We cannot expect clients to change for our convenience. Instead, by applying Dale Carnegie's timeless principles—avoiding criticism, giving sincere appreciation, and aligning with buyer wants—we shift the relationship dynamic in our favour. Buyers in Japan reward this behaviour with trust, loyalty, and repeat business. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

We wrap up the regular season and then talk postseason.The Wildcard series is underway and the Division series is taking shape. We started with HS Kim, Volpe, Yoshida, Suzuki, Ohtani, Darvish, Wong, Imanaga, Yamamoto, Sasaki, Kwan, and Edman. Lots of amazing feats of Asian baseball greatness is on display already, and there is more to come. Stay tuned!

Matt chats with Jacob Wheeler about his move to Suzuki and then talks with Jacob and Mark Daniels Jr. about their MLF Team Series win and the future of team tournaments.  

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In recent Suzuki workshop and teacher training  in Auckland, NZ, a theme has unfolded.It was the topic of quitting. Too many children around the world quit learning theirinstrument.Many of them regret it later in their life.It is rarely  because they don't like music. The real reasons are hiding, waiting to be revealed.Why does it happen and what can we do to change it.Reading the signs before a child wants to quit, might preventthe dropping out. In this episode we are exploring them, and  the ways to work with them, to prevent quitting“No matter what”If you wish to support the podcast by donating, please click thePayPal link ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://bit.ly/PayPal-Souloist⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and Thank You for your generosity.Find us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠FaceBook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin

Hey guys, what you are about to listen to is an extremely graphic episode that will contain many scenes of gore, rape, human experimentation, honestly it will run the gambit. If you got a weak stomach, this episode might not be for you. You have been warned.  I just want to take a chance to say a big thanks to all of you guys who decided to join the patreon, you guys are awesome! Please leave a comment on this episode to let me know what more you want to hear about in the future. With all of that said and done lets jump right into it.   Where to begin with this one? Let start off with one of the major figures of Unit 731, Shiro Ishii. Born June 25th, 1892 in the village of Chiyoda Mura in Kamo District of Chiba Prefecture, Ishii was the product of his era. He came from a landowning class, had a very privileged childhood. His primary and secondary schoolmates described him to be brash, abrasive and arrogant. He was a teacher's pet, extremely intelligent, known to have excellent memory. He grew up during Japans ultra militarism/nationalism age, thus like any of his schoolmates was drawn towards the military. Less than a month after graduating from the Medical department of Kyoto Imperial University at the age of 28, he began military training as a probation officer in the 3rd regiment of the Imperial Guards division. Within 6 months he became a surgeon 1st Lt. During his postgraduate studies at Kyoto Imperial university he networked successfully to climb the career ladder. As a researcher he was sent out to help cure an epidemic that broke out in Japan. It was then he invented a water filter that could be carried alongside the troops.   He eventually came across a report of the Geneva Protocol and conference reports of Harada Toyoji as well as other military doctors. He became impressed with the potential of chemical and biological warfare. During WW1 chemical warfare had been highly explored, leading 44 nations to pass the Geneva Protocol or more specifically  “Protocol for the Prohibition of the Use in War of Asphyxiating, Poisonous or other Gases, and of Bacteriological Methods of Warfare”. Representatives from Japan were present at this conference and were involving in the drafting and signing of the Geneva Protocol, but it was not ratified in Japan at the time. Ishii's university mentor, Kiyano Kenji suggested he travel western countries and he did so for 2 years. Many nations were secretive about their research, but some places such as MIT were quite open. After his visit Ishii came to believe Japan was far behind everyone else in biological warfare research. After returning to Japan Ishii became an instructor at the Imperial Japanese Army Medical School. Japan of course lacked significant natural resources, thus it was a perfect nation to pursue biological weapons research. Ishii began lobbying the IJA, proposing to establish a military agency to develop biological weapons. One of his most compelling arguments was “that biological warfare must possess distinct possibilities, otherwise, it would not have been outlawed by the League of Nations.”   Ishii networked his way into good favor with the Minister of Health, Koizumi Chikahiko who lended his support in August of 1932 to allow Ishii to head an Epidemic Prevention Laboratory. Ishii secured a 1795 square meter complex at the Army Medical College. Yet this did not satisfy Ishii, it simply was not the type of work he wanted to do. The location of Tokyo allowed too many eyes on his work, he could not perform human experimentation. For what he wanted to do, he had to leave Japan, and in the 1930's Japan had a few colonies or sphere's of influence, the most appetizing one being Manchuria. In 1932 alongside his childhood friend Masuda Tomosada, Ishii took a tour of Harbin and he fell in love with the location.   During the 1930's Harbin was quite a cosmopolitan city, it was a major trading port and diverse in ethnicities and religions. Here there were Mongols, Russians, Chinese, Japanese, various other western groups in lesser numbers. Just about every religion was represented, it was a researcher's paradise for subjects. Ishii sought human experimentation and needed to find somewhere covert with maximum secrecy. He chose a place in the Nan Gang District of Beiyinhe village, roughly 70 kms southeast of Harbin. It was here and then he began human experimentation. One day in 1932, Ishii and the IJA entered the village and evacuated an entire block where Xuan Hua and Wu Miao intersected. They began occupying a multi-use structure that had been supporting 100 Chinese vendors who sold clothes and food to the locals. They then began drafting Chinese laborers to construct the Zhong Ma complex to house the “Togo Unit” named after the legendary admiral, Togo Heihachiro. The Chinese laborers were underpaid and under constant watch from Japanese guards, limiting their movement and preventing them from understanding what they were building, or what was occurring within the complex. The complex was built in under a year, it held 100 rooms, 3 meter high brick walls and had an electric fence surrounding the perimeter. One thousand captives at any given time could be imprisoned within the complex. To ensure absolute secrecy, security guards patrolled the complex 24/7. Saburo Endo, director of Operations for the Kwantung Army once inspected the Togo Unit and described it in his book “The Fifteen Years' Sino-Japanese War and Me”, as such:   [It was] converted from a rather large soy sauce workshop, surrounded by high rammed earth wall. All the attending military doctors had pseudonyms, and they were strictly regulated and were not allowed to communicate with the outsiders. The name of the unit was “Tōgō Unit.” One by one, the subjects of the experiments were imprisoned in a sturdy iron lattice and inoculated with various pathogenic bacteria to observe changes in their conditions. They used prisoners on death row in the prisons of Harbin for these experiments. It was said that it was for national defense purposes, but the experiments were performed with appalling brutality.The dead were burned in high-voltage electric furnaces, leaving no trace.    A local from the region added this about the complex “We heard rumors of people having blood drawn in there but we never went near the place. We were too afraid. When the construction started, there were about forty houses in our village, and a lot of people were driven out. About one person from each home was taken to work on the construction. People were gathered from villages from all around here, maybe about a thousand people in all. The only things we worked on were the surrounding wall and the earthen walls. The Chinese that worked on the buildings were brought in from somewhere, but we didn't know where. After everything was finished, those people were killed.”    Despite all the secrecy, it was soon discovered prisoners were being taken, primarily from the CCP and bandits who were being subjected to tests. One such test was to gradually drain a victim of blood to see at what point they would die. The unit drew 500 cc of blood from each prisoner every 3-5 days. As their bodies drew weaker, they were dissected for further research, the average prisoner lasted a maximum of a month. Due to the climate of Manchuria, it was soon established that finding methods to treat frostbite would benefit the Kwantung army. Ishii's team gathered human subjects and began freezing and unfreezing them. Sometimes these experiments included observing test subjects whose limbs had been frozen and severed. The Togo team reported to General Okamura Yasuji, the deputy commander in chief of the Kwantung army from 1933-1934 that the best way to treat frostbite was to soak a limb in 37 degree water. According to the testimony of a witness named Furuichi at trial done in Khabarovsk , “Experiments in freezing human beings were performed every year in the detachment, in the coldest months of the year—November, December, January and February. The experimental technique was as follows: the test subjects were taken out into the frost at about 11 o'clock at night, compelled to dip their hands into a barrel of cold water and forced to stand with wet hands in the frost for a long time. Alternatively, some were taken out dressed, but with bare feet and compelled to stand at night in the frost during the coldest period of the year. When frostbite had developed, the subjects were taken to a room and forced to put their feet in water of 5 degrees Celsius, after which the temperature was gradually increased.”   Sergeant Major Kurakazu who was with Unit 731 later on in 1940 and taken prisoner by the Soviets in 1945 stated during the Khabarovsk trial , “I saw experiments performed on living people for the first time in December 1940. I was shown these experiments by researcher Yoshimura, a member of the 1st Division. These experiments were performed in the prison laboratory. When I walked into the prison laboratory, ve Chinese experimentees were sitting there; two of these Chinese had no fingers at all, their hands were black; in those of three others the bones were visible. They had fingers, but they were only bones. Yoshimura told me that this was the result of freezing experiments.”   According to Major Karasawa during the same trial Ishii became curious about using plague as a weapon of war and captured plague infected mice to test on subjects in the Zhong Ma Complex “Ishii told me that he had experimented with cholera and plague on the mounted bandits of Manchuria during 1933-1934 and discovered that the plague was effective.”   According to Lt General Endo Saburo's diary entry on November 16th of 1933, at the Zhong Ma complex “The second squad which was responsible for poison gas, liquid poison; and the First Squad which was responsible for electrical experiments. Two bandits were used by each squad for the experiments.  Phosgene gas—5-minute injection of gas into a brick-lined room; the subject was still alive one day aer inhalation of gas; critically ill with pneumonia.  Potassium cyanide—the subject was injected with 15 mg.; subject lost consciousness approximately 20 minutes later.  20,000 volts—several jolts were not enough to kill the subject; injection of poison required to kill the subject.  5000 volts—several jolts were not enough; aer several minutes of continuous current, subject was burned to death.”    The Togo Unit established a strict security system to keep its research highly confidential. Yet in 1934, 16 Chinese prisoners escaped, compromising the Zhong Ma location. One of the guards had gotten drunk and a prisoner named Li smashed a bottle over his head and stole his keys. He freed 15 other prisoners and of them 4 died of cold, hunger and other ailments incurred by the Togo unit. 12 managed to flee to the 3rd route army of the Northeast Anti Japanese united Army. Upon hearing the horrifying report, the 3rd route army attacked the Togo unit at Beiyinhe and within a year, the Zhong Ma complex was exploded.    After the destruction of the Zhong Ma complex, Ishii needed a better structure. The Togo unit had impressed their superior and received a large budget. Then on May 30th of 1936 Emperor Hirohito authorized the creation of Unit 731. Thus Ishii and his colleagues were no longer part of the Epidemic Prevention Institute of the Army Medical School, now they were officially under the Kwantung Army as the Central Epidemic Prevention and Water Purification Department. Their new HQ was located in Pingfan, closer to Harbin. Their initial budget was 3 million yen for the personnel, 200-300 thousand yen per autonomous unit and 6 million yen for experimentation and research. Thus their new annual budget was over 10 million yen.    Pingfan was evacuated by the Kwantung army. Hundreds of families were forced to move out and sell their land at cheap prices. To increase security this time, people required a special pass to enter Pingfan. Then the airspace over the area became off-limits, excluding IJA aircraft, all violators would be shot down. The new Pingfan complex was within a walled city with more than 70 buildings over a 6 km tract of land. The complex's huge size drew some international attention, and when asked what the structure was, the scientists replied it was a lumber mill. Rather grotesquely, prisoners would be referred to as “maruta” or “logs” to keep up the charade. Suzuki, a Japanese construction company back then, worked day and night to construct the complex.    Now many of you probably know a bit about Unit 731, but did you know it's one of countless units?  The Army's Noborito Laboratory was established (1937) The Central Epidemic Prevention and Water Purification Department of the North China Army/ Unit 1855 was established (1938)  The Central Epidemic Prevention and Water Purification Department of Central China/ Unit 1644 (1939)  Thee Guangzhou Epidemic Prevention and Water Purification Department of South China Army/ Unit 8604 (1942)  The Central Epidemic Prevention and Water Purification Department of the Southern Expeditionary Army/ Unit 9620 (1942).    There were countless others, detachments included Unit 1855 in Beijing, Unit Ei 1644 in Nanjing, Unit 8604 in Guangzhou, and later Unit 9420 in Singapore. All of these units comprised Ishii's network, which, at its height in 1939, oversaw over 10,000 personnel.   Victims were normally brought to Pingfan during the dead of night within crammed freight cars with number logs on top. They were brought into the building via a secret tunnel. According to a witness named Fang Shen Yu, technicians in white lab coats handled the victims who were tied in bags. The victims included anyone charge with a crime, could be anti-japanese activity, opium smoking, espionage, being a communist, homelessness, being mentally handicap, etc. Victims included chinese, Mongolians, Koreans, White Russians, Harbin's jewish population and any Europeans accused of espionage. During the Khabarovsk trial, Major Iijima Yoshia admitted to personally subjecting 40 Soviet citizens to human experimentation. Harbin's diversity provided great research data. Each prisoner was assigned a number starting with 101 and ending at 1500. Onec 1500 was reached, they began again at 101, making it nearly impossible to estimate the total number of victims. Since the complex had been labeled a lumber mill to the locals, most did not worry about it or were too afraid to do so. The prison's warden was Ishii's brother Mitsuo who made sure to keep it all a secret.    Ethics did not exist within Ishii's network of horrors. Everything was done efficiently in the name of science. Pingfang was equipped for disposing the evidence of their work in 3 large incinerators. As a former member who worked with the incinerators recalled “the bodies always burned up fast because all the organ were gone; the bodies were empty”. Human experimentation allowed the researchers their first chance to actually examine the organs of a living person at will to see the progress of a disease. Yeah you heard me right, living person, a lot of the vivisections were done on live people. As one former researcher explained "the results of the effects of infection cannot be obtained accurately once the person dies because putrefactive bacteria set in. Putrefactive bacteria are stronger than plague germs. So, for obtaining accurate results, it is important whether the subject is alive or not." Another former researcher said this “"As soon as the symptoms were observed, the prisoner was taken from his cell and into the dissection room. He was stripped and placed on the table, screaming, trying to fight back. He was strapped down, still screaming frightfully. One of the doctors stuffed a towel into his mouth, then with one quick slice of the scalpel he was opened up." Witnesses of some of these vivisections reported that victims usually let out a horrible scream when the initial cuts were made, but that the voice stops soon after. The researchers often removed the organ of interest, leaving others in the body and the victims usually died of blood loss or because of the removed organ. There are accounts of experiments benign carried out on mothers and children, because yes children were in fact born in the facilities. Many human specimens were placed in jars to be viewed by Tokyo's army medical college. Sometimes these jars were filled with limbs or organs but some giant ones had entire bodies.   Vivisection was conducted on human beings to observe how disease affected each organ once a human dies. According to testimony given by a technician named Ogawa Fukumatsu “I participated in vivisections. I did them every day. I cannot remember the amount of people dissected. At first, I refused to do it. But then, they would not allow me to eat because it was an order; gradually I changed.” Another technician Masakuni Kuri testified  “I did vivisection at the time. Experiments were conducted on a Chinese woman with syphilis. Because she was alive, the blood poured out like water from a tap.”   A report done by Shozo Kondo studied the effects of bubonic plague on humans. The number of subjects was 57 with age ranging from toddlers to 80 years old with mixed gender. The study used fleas carrying plague that were dispersed upon the local population in June of 1940 at Changchun. 7 plague victims were Japanese residents. The report stated the plague spread because of lack of immunity by the townspeople. Subjects' survival time ranged from 2-5 days, with only 3 surviving 12, 18 and 21 days. The subjects were infected with Glandular, Cutaneous or Septicemic plague, but most had the Glandular variety.     In addition to the central units of Pingfang were others set up in Beijing, Nanjing, Guangzhou and Singapore. The total number of personnel was 20,000. These satellite facilities all had their own unique horror stories. One was located in Anda, 100km from Pingfang where outdoor tests for plague, cholera and other pathogens were down. They would expose human subjects to biological bombs, typically by putting 10-40 people in the path of a biological bomb. A lot of the research was done to see the effective radius of the bombs, so victims were placed at different distances. At Xinjing was Unit 100 and its research was done against domesticated animals, horses particularly. Unit 100 was a bacteria factory producing glanders, anthrax and other pathogens. They often ran tests by mixing poisons with food and studied its effects on animals, but they also researched chemical warfare against crops. At Guangzhou was unit 8604 with its HQ at Zhongshan medical university. It is believed starvation tests ran there, such as the water test I mentioned. They also performed typhoid tests and bred rats to spread plague. Witness testimony from a Chinese volunteer states they often dissolved the bodies of victims in acid. In Beijing was Unit 1855 which was a combination of a prison and experiment center. They ran plague, cholera and typhus tests. Prisoners were forced to ingest mixtures of germs and some were vaccinated against the ailments. In Singapore after its capture in February of 1942 there was a secret laboratory. One Mr. Othman Wok gave testimony in the 1990s that when he was 17 years old he was employed to work at this secret lab. He states 7 Chinese, Indian and Malay boys worked in the lab, picking fleas from rats and placing them in containers. Some 40 rat catchers, would haul rats to the lab for the boys to do their work. The containers with fleas went to Japanese researchers and Othman says he saw rats being injected with plague pathogens. The fleas were transferred to kerosene cans which contained dried horse blood and an unidentified chemical left to breed for weeks. Once they had plague infected fleas in large quantity Othman said "A driver who drove the trucks which transported the fleas to the railway station said that these bottles of fleas were sent off to Thailand." If this is true, it gives evidence to claims Unit 731 had a branch in Thailand as well. Othman stated he never understood or knew what was really going on at the lab, but when he read in 1944 about biological attacks on Chongqing using fleas, he decided to leave the lab. Othman states the unit was called Unit 9240.  As you can imagine rats and insects played a large role in all of this. They harvested Manchuria rat population and enlisted schoolchildren to raise them. In the 1990s the Asahi Broadcasting company made a documentary titled “the mystery of the rats that went to the continent”. It involved a small group of high school children in Saitama prefecture asked local farmers if they knew anything about rat farming during the war years. Many stated everybody back then was raising rats, it was a major source of income. One family said they had rat cages piled up in a shed, each cage built to carry 6 rat, but they had no idea what the rats were being used for. Now hear this, after the war, the US military kept these same families in business. The US army unit 406 which was established in Tokyo to research viruses wink wink, would often drive out to these farms in their american jeeps collecting rats.  Getting fleas was a much tricker task. One method was taking older Chinese prisoners and quarantining them with clothes carrying flea or flea eggs and allowing them to live in isolated rooms to cultivate more fleas. These poor guys had to live in filth and not shave for weeks to produce around 100 fleas a day. Now Unit 731 dealt with numerous diseases such as Cholera.  Some experiments used dogs to spread cholera to villages. They would steal dogs from villages, feed them pork laced with cholera germs and return them to the villages. When the disease finished incubating the dogs would vomit and other dogs would come and eat the vomit spread it more and more. The dogs were also stricken with diarrhea and the feces spread it to other dogs as well. 20% of the people in villages hit by this died of the disease. Former army captain Kojima Takeo was a unit member involved in a Cholera campaign and added this testimony "We were told that we were going out on a cholera campaign, and we were all given inoculations against cholera ten days before starting out. Our objective was to infect all the people in the area. The disease had already developed before we got there, and as we moved into the village everyone scattered. The only ones left were those who were too sick to move. The number of people coming down with the disease kept increasing. Cholera produces a face like a skeleton, vomiting, and diarrhea. And the vomiting and defecating of the people lying sick brought flies swarming around. One after the other, people died." I've mentioned it a lot, Plague was a staple of Unit 731. The IJA wanted a disease that was fast and fatal, Cholera for instance took about 20 days, plague on the other hand starts killing in 3 days. Plague also has a very long history of use going back to the medieval times. It was one of the very first diseases Ishii focused on. In october of 1940 a plague attack was conducted against the Kaimingjie area in the port city of Ningbo. This was a joint operation with Unit 731 and the Nanjing based Unit 1644. During this operation plague germs were mixed with wheat, corn, cloth scraps and cotton and dropped from the air. More than 100 people died within a few days of the attack and the affected area was sealed off from the public until the 1960s.  Another horrifying test was the frostbite experiments. Army Engineer Hisato Yoshimura conducted these types of experiments by taking prisoners outside, dipping various appendages into water of varying temperatures and allowing the limbs to freeze. Once frozen, Yoshimura would strike their affected limbs with a short stick and in his words “they would emit a sound resembling that which a board gives when it is struck”. Ice was then chipping away with the affected area being subjected to various treatments, such as being doused in water, exposed to heat and so on. I have to mentioned here, that to my shock there is film of these specific frostbite experiments and one of our animators at Kings and Generals found it, I have seen a lot of things in my day, but seeing this was absolute nightmare fuel. If you have seen the movie or series Snowpiercer, they pretty much nail what it looked like.  Members of Unit 731 referred to Yoshimura as a “scientific devil” and a “cold blooded animal” because he would conduct his work with strictness. Naoji Uezono another member of Unit 731, described in a 1980s interview a disgusting scene where Yoshimura had "two naked men put in an area 40–50 degrees below zero and researchers filmed the whole process until [the subjects] died. [The subjects] suffered such agony they were digging their nails into each other's flesh". Yoshimuras lack of any remorse was evident in an article he wrote for the Journal of Japanese Physiology in 1950 where he admitted to using 20 children and 3 day old infant in experiments which exposed them to zero degree celsius ice and salt water. The article drew criticism and no shit, but Yoshimura denied any guilt when contacted by a reporter from the Mainichi Shimbun. Yoshimura developed a “resistance index of frostbite” based on the mean temperature of 5 - 30 minutes after immersion in freezing water, the temperature of the first rise after immersion and the time until the temperature first rises after immersion. In a number of separate experiments he determined how these parameters depended on the time of day a victim's body part was immersed in freezing water, the surrounding temperature and humidity during immersion, how the victim had been treated before the immersion ("after keeping awake for a night", "after hunger for 24 hours", "after hunger for 48 hours", "immediately after heavy meal", "immediately after hot meal", "immediately after muscular exercise", "immediately after cold bath", "immediately after hot bath"), what type of food the victim had been fed over the five days preceding the immersions with regard to dietary nutrient intake ("high protein (of animal nature)", "high protein (of vegetable nature)", "low protein intake", and "standard diet"), and salt intake. Members of Unit 731 also worked with Syphilis, where they orchestrated forced sex acts between infected and noninfected prisoners to transmit the disease. One testimony given by a prisoner guard was as follows “Infection of venereal disease by injection was abandoned, and the researchers started forcing the prisoners into sexual acts with each other. Four or five unit members, dressed in white laboratory clothing completely covering the body with only eyes and mouth visible, rest covered, handled the tests. A male and female, one infected with syphilis, would be brought together in a cell and forced into sex with each other. It was made clear that anyone resisting would be shot.” After victims were infected, they would be vivisected at differing stages of infection so that the internal and external organs could be observed as the disease progressed. Testimony from multiple guards blamed the female victims as being hosts of the diseases, even as they were forcibly infected. Genitals of female prisoners were infected with syphilis and the guards would call them “jam filled buns”. Even some children were born or grew up in the walls of Unit 731, infected with syphilis. One researcher recalled “one was a Chinese women holding an infant, one was a white russian woman with a daughter of 4 or 5 years of age, and the last was a white russian women with a boy of about 6 or 7”. The children of these women were tested in ways similar to the adults.  There was also of course rape and forced pregnancies as you could guess. Female prisoners were forced to become pregnant for use in experiments. The hypothetical possibility of transmission from mother to child of diseases, particularly syphilis was the rationale for the experiments. Fetal survival and damage to the womans reproductive organs were objects of interest. A large number of babies were born in captivity and there had been no accounts of any survivor of Unit 731, children included. It is suspected that the children of the female prisoners were killed after birth or aborted. One guard gave a testimony “One of the former researchers I located told me that one day he had a human experiment scheduled, but there was still time to kill. So he and another unit member took the keys to the cells and opened one that housed a Chinese woman. One of the unit members raped her; the other member took the keys and opened another cell. There was a Chinese woman in there who had been used in a frostbite experiment. She had several fingers missing and her bones were black, with gangrene set in. He was about to rape her anyway, then he saw that her sex organ was festering, with pus oozing to the surface. He gave up the idea, left and locked the door, then later went on to his experimental work.” In a testimony given on December 28 by witness Furuichi during the Khabarovsk Trial, he described how “a Russian woman was infected with syphilis to allow the scientists to and out how to prevent the spread of the disease.  Many babies were born to women who had been captured and become experimental subjects. Some women were kidnapped while pregnant; others became pregnant aer forced sex acts in the prisons, enabling researchers to study the transmission of venereal disease   Initially Unit 731 and Unit 100 were going to support Japan's Kantokuen plan. The Kantokuen plan an operation plan to be carried out by the Kwantung army to invade the USSR far east, capitalizing on the success of operation barbarossa. Unit 731 and 100 were to prepare bacteriological weapons to help the invasion. The plan was created by the IJA general staff and approved by Emperor Hirohito. It would have involved three-steps to isolate and destroy the Soviet Army and occupy the eastern soviet cities over the course of 6 months. It would have involved heavy use of chemical and biological weapons. The Japanese planned to spread disease using three methods; direct spraying from aircraft, bacteria bombs and saboteurs on the ground. This would have included plague, cholera, typhus and other diseases against troops, civilian populations, livestocks, crops and water supplies. The main targets were Blagoveshchensk, Khabarovsk, Voroshilov, and Chita. If successful the Soviet Far East would be incorporated into Japan's greater east asia co-prosperity sphere. Within Kantokuen documents, Emperor Hirohtio instructed Ishii to increase production rate at the units, for those not convinced Hirohito was deeply involved in some of the worst actions of the war. Yet in the end both Emperor Hirohito and Hideki Tojo pulled their support for the invasion of the USSR and opted for the Nanshin-ron strategy instead.    On August 9th of 1945 the Soviet Union declared war on Japan and invaded Manchuria. In response, the Japanese government ordered all research facilities in Manchuria to be destroyed and to erase all incriminating materials. A skeleton crew began the liquidation of unit 731 on August 9th or 10th, while the rest of the unit evacuated. All test subjects were killed and cremated so no remains would be found. The design of the facilities however, made them hard to destroy via bombing, several parts of the buildings left standing when the Soviets arrived. While most of the unit's staff managed to escape, including Ishii, some were captured by the soviets. Some of these prisoners told the Soviets about the atrocities committed at Pingfang and Changchun. At first the claims seemed so outrageous, the Soviets sent their own Biological Weapons specialists to examine the ruins of Ping Fang. After a thorough investigation, the Soviet experts confirmed the experiments had been done there. The real soviet investigation into the secrets of Unit 731 and 100 began in early 1946, thus information was not readily available during the Tokyo Tribunal. Both the Americans and SOviets had collected evidence during the war that indicated the Japanese were in possession of bacteriological weapons though. Amongst the 600,000 Japanese prisoners of war in the USSR, Major General Kiyoshi Kawashima and Major Tomoio Karasawa would become essential to uncovering the Japanese bacteriological warfare secrets and opening the path to hold the Khabarovsk trial. The Soviets and Americans spent quite a few years performing investigations, many of which led to no arrests. The major reason for this was similar to Operation Paperclip. For those unaware, paperclip was a American secret intelligence program where 1600 German scientists were taken after the war and employed, many of whom were nazi party officials. The most famous of course was Wernher von Braun. When the Americans looked into the Japanese bacteriological work, they were surprised to find the Japanese were ahead of them in some specific areas, notably ones involving human experimentation. General Charles Willoughby of G-2 american intelligence called to attention that all the data extracted from live human testing was out of the reach of the USA. By the end of 1947, with the CCP looking like they might defeat Chiang Kai-Shek and the Soviet Union proving to be their new enemy, the US sought to form an alliance with Japan, and this included their Bacteriological specialists. From October to December, Drs Edwin Hill and Joseph Victor from Camp Detrick were sent to Tokyo to gather information from Ishii and his colleagues. Their final conclusion laid out the importance of continuing to learn from the Japanese teams, and grant them immunity. The British were also receiving some reports from the Americans about the Japanese Bacteriological research and human experimentation. The British agreed with the Americans that the information was invaluable due to the live human beings used in the tests. The UK and US formed some arrangements to retain the information and keep it secret. By late 1948 the Tokyo War Crimes Trial was coming to an end as the cold war tension was heating up in Korea, pushing the US more and more to want to retain the information and keep it all under wraps.  With formal acceptance, final steps were undertaken, much of which was overseen by General Douglas MacArthur. On May 6, 1947, Douglas MacArthur wrote to Washington that "additional data, possibly some statements from Ishii probably can be obtained by informing Japanese involved that information will be retained in intelligence channels and will not be employed as 'War Crimes' evidence.” Ishii and his colleagues received full immunity from the Tokyo War Crimes Trial. Ishii was hired by the US government to lecture American officers at Fort Detrick on bioweapons and the findings made by Unit 731. During the Korean War Ishii reportedly traveled to Korea to take part in alleged American biological warfare activities. On February 22nd of 1952, Ishiiwas explicitly named in a statement made by the North Korean FOreign Minister, claiming he along with other "Japanese bacteriological war criminals had been involved in systematically spreading large quantities of bacteria-carrying insects by aircraft in order to disseminate contagious diseases over our frontline positions and our rear". Ishii would eventually return to Japan, where he opened a clinic, performing examinations and treatments for free. He would die from laryngeal cancer in 1959 and according to his daughter became a Roman Catholic shortly before his death.  According to an investigation by The Guardian, after the war, former members of Unit 731 conducted human experiments on Japanese prisoners, babies, and mental patients under the guise of vaccine development, with covert funding from the U.S. government. Masami Kitaoka, a graduate of Unit 1644, continued performing experiments on unwilling Japanese subjects from 1947 to 1956 while working at Japan's National Institute of Health Sciences. He infected prisoners with rickettsia and mentally ill patients with typhus. Shiro Ishii, the chief of the unit, was granted immunity from prosecution for war crimes by American occupation authorities in exchange for providing them with human experimentation research materials. From 1948 to 1958, less than five percent of these documents were transferred to microfilm and stored in the U.S. National Archives before being shipped back to Japan.

Bienvenidos al DAILY NEWS, un podcast diario de martes a viernes donde conocerás en menos 10 minutos toda la actualidad del sector de la automoción (Coches eléctricos) y movilidad eléctrica. Puedes usar nuestro código de referidos de TESLA a la hora de comprar tu coche: https://bit.ly/referidoTesla para recibir créditos TESLA de forma gratuita. Si te gusta nuestro proyecto de podcast recuerda que puedes apoyarnos a través de nuestro PATREON: https://bit.ly/patreonSE y accederás a un grupo exclusivo de Telegram. También lo puedes hacer a través de IVOOX. Tan solo ves a esta URL https://www.ivoox.com/podcast-somos-electricos_sq_f1627406_1.html y pulsa el botón de APOYAR. Tu ayuda nos permitirá invertir más tiempo y recursos en el proyecto de Somos Eléctricos. ¿Te animas?

Episode 86 is here pals! It's a "Match of the Week" 'Edition of the show w/ 'Best Mate David', chattin' three totally splendid bouts & just what it was that made them so wonderful. Those being Genichiro Tenryu vs KENTA (from 2005 Pro Wrestling NOAH), Mike Awesome vs Masato Tanaka (from ECW Heatwave '98) and the wonderfully sadomasochistic bloodbath that was KENOH vs Minoru Suzuki (from 2024 Pro Wrestling NOAH). We actually got to enjoy those first two together at a recent 'Wrestling Club' with Chris Things at The Scratch, so I felt there couldn't be anyone more perfect to chop it up with about these classics than my dearest long-time pal from across the pond. We talk all about these matches, my illustrations of said matches & a heck of a lot of nonsense - not limited to the 1977 B-Grade Action classic that was Rolling Thunder!In my 'World of Chris-Things' intro monologue I ramble about my recent Mexican group art show participation, some upcoming events AND a Wrestling Artist SPOTLIGHT on a recent discovery of mine in fabulous wrestling artist who created some of our favourite visuals of early 90s WWF; Joe Jusko!Enjoy!!Check out the Chris Things MOTW illustrations in question here: MOTW 96: Genichiro Tenryu vs KENTAMOTW 97: Mike Awesome vs Masato TanakaMOTW 98: KENOH vs Minoru SuzukiChrisThings.com.au is the place for original art, prints, calendars & much more!Follow us on Instagram: @ChrisThings, @SocialSuplexFollow us on Twitter: @ChrisThings, @SocialSuplexLike us on Facebook: https://www.facebook.com/SocialSuplex/Join our Discord: https://discord.gg/QUaJfaCVisit our website for news, columns, and podcasts: https://socialsuplex.com/Join the Social Suplex community Facebook Group: The Wrestling (Squared) CircleWrestling-Art with Chris Things is the Pro-Wrestling Art niche Podcast of the Social Suplex Podcast Network. Support the Social Podcast Network by leaving a rating and review on Apple Podcasts.Support this podcast at — https://redcircle.com/social-suplex-podcast-network/donationsAdvertising Inquiries: Contact Chris TodayPrivacy & Opt-Out: https://redcircle.com/privacySupport this podcast at — https://redcircle.com/social-suplex-podcast-network/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Send us a textjoin the patreon for extra audio content from every episode Pic linksBest bike in the world this weekworst bike: The Scoot Coupevirago 1virago 2virago 3virago 4Support the showSend emails to contact@nocomotopodcast.com, it doesn't have to be important. Check out our Patreon Or join the Discord Check out these other awesome Motorcycle Podcasts Creative Riding- Our Sister Show on the Moto1 Podcast Network! Moto Hop - Our friends Matt and Missy make T shirts, stickers, and this quality podcast. They are quick to point out our inaccuracies. Thanks guys. Cleveland Moto - Probably the most knowledgeable group of riders with a podcast. When it comes to motorcycles anyway. You're Motorcycling Wrong - Remember Lemmy from Revzilla? Of course you do, you could never forget. He and his friends make this awesome show. Motorcycles and Misfits - A podcast starring Bagel

Join Bryan Hayes, Jamie McLennan and Dave Feschuk for Hour 2 on OverDrive! The guys welcome Bruce Boudreau to the show to chat about the Maple Leafs power play, Morgan Rielly's role with the Leafs, Ovechkin and Suzuki's placement on the TSN Top 50 list and other hockey, we also play Role Play Level of Concern and give you our FanDuel best bets.

Akemi Suzuki is a corporate M&A partner at the Tokyo office of Nagashima Ohno & Tsunematsu. Akemi joins us for an honest conversation about career pivots, personal challenges, and finding your own path in the legal profession.From walking an hour to elementary school in rural Gunma to becoming a respected M&A and data privacy expert in Tokyo, Akemi shares the unexpected turns that shaped her career. This episode is perfect for lawyers at any stage who want to hear authentic stories about building a meaningful career while staying true to yourself.If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here!In this episode you'll hear:Why Akemi nearly turned down partner track due to family planning fears, and the conversation that changed everythingHow a simple word from an in-house boss revolutionised her understanding of what clients really wantHow having children forced a career pivot that ultimately expanded her expertise and made her more valuableWhy being called "old-fashioned" became a badge of honour and a lesson in embracing diverse perspectivesAbout AkemiAkemi Suzuki is a corporate M&A partner at the Tokyo office of Nagashima Ohno & Tsunematsu. She has 25 years of experience representing Japanese and international companies in a wide range of complex cross-border transactions. She serves as co-chair of the firm's technology, data and start-up practice team and advises multinational clients on various data privacy and data governance matters. She is a two-time winner of the Woman Lawyer of the Year award from the ALB Law Awards, and has received many other professional accolades. In addition to her extensive client work, Akemi is passionate about initiatives addressing societal issues, such as mental well-being and equity & inclusion. Akemi has served as the firm's DE&I committee for six years and now leads the firm's pro bono efforts.Connect with AkemiLinkedIn: https://www.linkedin.com/in/akemi-suzuki-graham/ LinksWellness App mentioned by Catherine: “Insight Timer” https://insighttimer.com/ Connect with Catherine LinkedIn https://www.linkedin.com/in/oconnellcatherine/Instagram: https://www.instagram.com/lawyeronair

It's EV News Briefly for Wednesday 17 September 2025, everything you need to know in less than 5 minutes if you haven't got time for the full show. Patreon supporters fund this show, get the episodes ad free, as soon as they're ready and are part of the EV News Daily Community. You can be like them by clicking here: https://www.patreon.com/EVNewsDaily LEAPMOTOR TO BUILD CARS IN SPAIN https://evne.ws/4mgfwEX SK ON OPENS SOLID-STATE BATTERY PILOT PLANT https://evne.ws/4poDxws RIVIAN BREAKS GROUND ON GEORGIA PLANT https://evne.ws/3VWurJG RENAULT 4 EV GETS A CARGO VAN VARIANT https://evne.ws/4nDkCwo UK GEELY EX5 CUSTOMERS GET FREE ANDERSEN A3 HOME CHARGER INSTALLED https://evne.ws/47G1wRs GAC AION V APPROVED FOR AUSTRALIA https://evne.ws/465ShsA TESLA MELBOURNE FSD TEST WAS NOT APPROVED  https://evne.ws/4nrNoQc TESLA ADDS 7‑YEAR WARRANTY TO SOME PARTS https://evne.ws/3IgdcQE NHTSA OPENS PROBE INTO 2021 TESLA MODEL Y DOORS https://evne.ws/465VwjM SUZUKI LAUNCHES E VITARA EV IN JAPAN IN JANUARY https://evne.ws/4prFSqo ID. TOUAREG COULD BE THE FIRST SSP MODEL https://evne.ws/3VkOLo4 VOLKSWAGEN DROPS FLUSH DOOR HANDLES FOR FUNCTION https://evne.ws/4gs1T4t NISSAN CUTS NEW LEAF OUTPUT OVER BATTERY SHORTAGE https://evne.ws/3VlzNya LEAPMOTOR TO BUILD CARS IN SPAIN Stellantis will enable Chinese automaker Leapmotor to assemble vehicles at a Spanish plant to bypass steep EU import tariffs, likely beginning with the B10 electric SUV next year. The €1.5 billion joint venture includes major investment in battery production at Zaragoza, positioning Leapmotor for broader European expansion under Stellantis's international partnership. SK ON OPENS SOLID-STATE BATTERY PILOT PLANT SK On has opened a Daejeon, South Korea pilot facility focused on sulphide- and polymer-oxide solid-state battery development, aiming for commercialization of sulphide-based cells in 2029—one year ahead of schedule. Backed by Solid Power's tech, the facility will produce prototype batteries featuring advanced lithium-metal and silicon anodes with targets up to 1,000 Wh/l energy density. RIVIAN BREAKS GROUND ON GEORGIA PLANT Rivian has started building a $5 billion EV plant in Georgia, aiming for 200,000 vehicles yearly by 2028, unaffected by the discontinuation of federal EV tax credits. The facility will support scale and lower costs for new models like the R2, following Tesla's profitability playbook as Rivian moves into higher-volume, lower-priced vehicles. RENAULT 4 EV GETS A CARGO VAN VARIANT Renault's new electric 4 is now offered as a cargo van with a load capacity of 1,045 litres and up to 254 miles of range, priced in France from €29,300 before VAT. The conversion is managed in-house by Renault at its Maubeuge plant, with multiple battery and power options for commercial customers. UK GEELY EX5 CUSTOMERS GET FREE ANDERSEN A3 HOME CHARGER INSTALLED Geely will provide buyers of the all-electric EX5 a free Andersen A3 home charger, featuring unique design and smart charging integration, for orders placed before October 23, 2025. The charger, which includes full installation and a seven-year warranty, is compatible with solar power and smart charging tariffs. GAC AION V APPROVED FOR AUSTRALIA Chinese automaker GAC's Aion V electric SUV has been cleared for sale in Australia, featuring a 75 kWh LFP battery for up to 374 miles of range and fast charging from 30% to 80% in 16 minutes. Pricing will start below $45,000 AUD, with deliveries and detailed specs announced closer to launch. TESLA MELBOURNE FSD TEST WAS NOT APPROVED Victorian authorities confirmed Tesla was not authorized to test "Full Self-Driving" on Melbourne's public roads after a viral video showed a Model Y performing an autonomous hook turn in the city center. Tesla says FSD is driver-supervised and not yet legal for autonomous use in Australia, where regulatory permits are required for such trials. TESLA ADDS 7‑YEAR WARRANTY TO SOME PARTS Tesla's 2026 model year vehicles in the US and Canada now carry a “High-Priced Propulsion-Related Part Warranty,” giving seven years' coverage for key electrical components like the power conversion system and high-voltage parts. This new warranty is separate from existing battery and drive unit terms, aimed at lowering costly repair risk for buyers. NHTSA OPENS PROBE INTO 2021 TESLA MODEL Y DOORS U.S. safety regulators have launched a probe into 174,000 Model Y vehicles from 2021 after reports the electronic door handles could fail, potentially trapping children inside. Preliminary findings suggest the issue is linked to low-voltage battery problems, and several parents broke windows to access their children during incidents. SUZUKI LAUNCHES E VITARA EV IN JAPAN IN JANUARY Suzuki's first battery-electric car, the e Vitara SUV, will go on sale in Japan in January 2026, produced in India for export and offering 267 miles per charge at around $27,000. It represents Suzuki's major push into global EVs with significant investments and ambitions for high-volume exports. ID. TOUAREG COULD BE THE FIRST SSP MODEL Volkswagen may transform its Touareg into the first fully electric SSP platform model, with combustion production ending in 2026 and SSP assembly possibly starting in Bratislava by 2029. The SSP platform promises cost savings and fast charging, with VW's wider rollout across brands and models to follow. VOLKSWAGEN DROPS FLUSH DOOR HANDLES FOR FUNCTION Volkswagen will move away from flush-mounted door handles in favor of traditional grab handles in response to customer frustration, as outlined by the brand's CEO at IAA Mobility. The company's next-gen ID. models will prioritize practicality to appeal to mainstream buyers over early adopters. NISSAN CUTS NEW LEAF OUTPUT OVER BATTERY SHORTAGE Nissan has halved production plans for its new Leaf due to shortfalls in battery supply, with revised output at the Tochigi plant being several thousand lower per month. The cutback delays a key launch for Nissan, which is betting on the new Leaf to reinvigorate its lagging EV business.

Hello Youtube Members, Patreons and Pacific War week by week listeners. Yes this was intended to be an exclusive episode to join the 29 others over on my Youtube Membership and Patreon, but since we are drawing to the end of the Pacific War week by week series, I felt compelled to make some special episodes to answer some of the bigger questions. Why did Japan, or better said, why did Emperor Hirohito decide to finally surrender? It seems obvious on the face of it, but there is actually a lot more to it than bombs or Soviet invasions. I guess you can call this episode a teaser or a shameless plug for going over to my Youtube Membership or Patreon. There's honestly a lot of interesting subjects such as ‘why was the japanese army so brutal”, “Hirohito's war time responsibility”, “the 4 part Kanji Ishiwara series”. Thus if you liked this one please show some love and check out my other stuff on my Youtube Membership or over at www.patreon.com/pacificwarchannel.   Stating all of that lets just jump right into it.   We first need to start off briefly looking at Emperor Hirohito.    Upon taking the throne, Emperor Hirohito in 1926 Hirohito inherited a financial crisis and a military that was increasingly seizing control of governmental policies. From the beginning, despite what many of you older audience members may have been told, Hirohito intensely followed all military decisions. Hirohito chose when to act and when not to. When the Kwantung Army assassinated Zhang Zuolin, he indulged their insubordination. This emboldened them to invade Manchuria in 1931, whereupon Hirohito was furious and demanded they be reigned in. Attempts were made, but they were heavily undermined by radicals. Hirohito could have put his foot down, but he chose not to. On September 22nd, at 4:20pm Hirohito said to the IJA Chief of General staff, Kanaya Hanzo “although this time it couldn't be helped, the army had to be more careful in the future”. Thus Hirohito again acquiesced to the military, despite wanting them to stop or at least localize the conflict. The military had disregarded his wishes, they should have been severely punished. Why did Hirohito not take a firmer stance?    Again for older audience members you may have heard, “hirohito was a hostage at the whim of his own military”. This narrative made it seem he was some sort of hostage emperor, but this is not the case at all. In fact Hirohito was instrumental in many military decisions from 1931-1945. The reason this, I will call it “myth” , went on was because after Japan's surrender, the US basically rewrote the Japanese constitution and covered up the Emperor's involvement in all the nasty stuff, to maintain control over Japan. Yeah it sounds a bit conspiracy esque, but I assure you it was indeed the case. This narrative held firm all the way until Hirohito's death, when finally meeting notes and personal accounts from those close to him came out, illuminating a lot. Though to this day, many records are still red -tapped.   The reason Hirohito did not stamp his foot down has to do with the Kokutai.    The Kokutai   So before I carry on, I have to explain what exactly is the Kokutai.    The Kokutai, loosely translated as "national essence," refers to the qualities that distinguish the Japanese identity. However, this concept is remarkably vague and poorly defined; even Japanese historians acknowledge this ambiguity. In contrast to Kokutai is seitai, or "form of government." While the Kokutai embodies the eternal and immutable aspects of Japanese polity—rooted in history, traditions, and customs centered around the Emperor—Japan's seitai has evolved significantly throughout its extensive history. For instance, shoguns governed for over 700 years until 1868, when the Meiji Restoration reinstated direct imperial rule.   Nevertheless, Emperor Meiji's direct authority came to an end with the adoption of the Meiji Constitution in 1889, which established a constitutional monarchy, introducing significant complexities into the governance system.   Article 4 of the constitution declares: “The Emperor is the head of the Empire, combining in Himself the rights of sovereignty, uniting the executive, legislative, and judicial branches of government, although subject to the consent of the Imperial Diet.” Under this framework, the Emperor alone possessed the power to appoint or dismiss ministers of state, declare war, negotiate peace, conclude treaties, direct national administration, and command the army and navy.   A glaring flaw in this arrangement is the inherent ambiguity of the Meiji Constitution. While it established a democratic parliament, it simultaneously afforded the Emperor absolute authority to usurp it. The document failed to clearly define the relationships between the executive, legislative, and judicial branches, and its language was intentionally vague. Most critically, the military—the army and navy—were not directly accountable to the civilian government.    So with the kokutai, the Emperor is a divine figure who embodies the state's sovereignty. It was not necessarily the Emperor's job to surrender on behalf of the official government of Japan, but he most certainly could do so, given the Japanese people still remained faithful to the kokutai.    Now Hirohito did not live an ordinary life. According to the imperial custom, Japanese royals were raised apart from their parents, at the age of 3 he was placed in the care of the Kwamura family who vowed to raise him to be unselfish, persevering in the face of difficulties, respectful of the views of others and immune to fear. One thing that was absolutely indoctrinated into him was to defend the kokutai. It became his top mission as a monarch, it was the only mission in many ways. At the very core of how he saw the world and how he acted, it was always to protect the kokutai.    So when the Japanese military began these insubordinate acts, Hirohito's primary concern was to the kokutai, ie: anything that threatened his imperial authority and the imperial institution itself. Although the military usurped his authority, the operations had been successful. Hirohito was not at all opposed to seeing his empire expand. He understood the value of manchuria, he was fully onboard with the military plans to eventually seize control over it, but these radicals were accelerating things to quickly for everyone's liking. He turned a blind eye, dished light punishments and carried on. However the local conflict escalated. It traveled to Shanghai by 1932 and here Hirohito took action. He understood Shanghai was full of western powers. Nations like Britain and America could place economic sanctions on Japan if things were allowed to get out of hand here. So he ordered General Yoshinori Shirakawa to bring the Shanghai expedition to a close.    During this period, two factions emerged within the Japanese military: the Kodoha, or “Imperial Way,” and the Toseiha, or “Control” faction. The Kodoha was founded by General Sadao Araki and his protégé, Jinzaburo Masaki. Their primary objective was a Shōwa Restoration aimed at purging Japan of corrupt politicians and businessmen, especially those associated with the zaibatsu. Composed mainly of young army officers, the Kodoha espoused a romanticized and radical interpretation of Bushido, idealizing pre-industrial Japan, which Araki believed had been tainted by Western influences. To achieve their goals, they resorted to assassinations and planned a coup d'état.   In response, the Toseiha faction was formed, initially led by Lt. General Tetsuzan Nagata and later by Hideki Tojo. Like the Kodoha, the Toseiha sought a Shōwa Restoration but adopted a more moderate and conservative approach. They recognized the importance of preserving traditional values while integrating Western ideals, advocating for a balanced perspective. The Toseiha promoted pragmatic military strategies to navigate the complexities of modern warfare. Although they acknowledged the existence of corrupt politicians and zaibatsu, they preferred to work within the existing political system, anticipating that future total wars would necessitate a strengthened industrial and military capacity. Their ranks primarily included promising graduates from the Imperial Japanese Army (IJA) Academy, Army Staff College, and select naval members. The most significant distinction between the two factions was that the Toseiha explicitly rejected the use of a coup d'état in pursuit of their goals.   Between 1932-1936 radical officers, mostly of the Kodoha faction assassinated politicians and military leaders trying to usher in a showa restoration. You might be led to believe this was in the interest of Hirohito, you would be mistaken. Hirohito did not want a military dictatorship at the whim of the cult of the emperor. Ironic to say, given how WW2 turns out mind you. This really would have been a hostage situation. Hirohito wanted to maintain the exact ambiguous situation that was Showa Era Japan pre 1945. He saw this as the most ideal structure to defend the kokutai, because blame could not be placed solely upon his shoulders. He always maintained a get out of jail free card one could say.    The February 26 incident of 1936, was the climax of the Kodoha faction. They performed a mutiny trying to usher in a SHowa restoration. They assumed when their messenger came to the emperor he would join them and take direct rule. Instead Hirohito was furious. His first thought was the mutineers were trying to enlist his brother Chichibu to overthrow him. He dragged his brother who was a fraternizer amongst the kodoha members mind you, into a meeting, demanding he never associate with them again nor attempt to challenge him. Then Hirohito furious demanded the mutineers be dealt with. At one point he even threatened to lead the imperial guards to put them down. The coup failed, the kodoha faction was destroyed. Ironically the toseiha faction were the ones to do it and thus they became the defacto ruling clique.    The military, especially the kwantung army did not stop with their insubordination.    On July 8th of 1937 the Kwangtung army performed the Marco Polo Bridge incident, ushering in the second sino-japanese war. This was one of many false flag operations they had pulled off over the years. Upon being told about this Hirohito's first response was whether the USSR would invade Manchukuo over the matter. This is what he said to Prime Minister Konoe and army minister Sugiyama “What will you do if the Soviets attack us from the rear?” he asked the prince. Kan'in answered, “I believe the army will rise to the occasion.” The emperor repeated his question: “That's no more than army dogma. What will you actually do in the unlikely event that Soviet [forces] attack?” The prince said only, “We will have no choice.” His Majesty seemed very dissatisfied. Hirohito furious demanded to know what contingency plans existed and his advisors told him before he gave his red seal of approval to invade northern china.   Henceforth he micromanaged a lot of the military decisions going forward and he oversaw the forming and dissolving of numerous cabinets and positions when things went his way or did not in the military and political scene.  Emperor Hirohito was presented with several opportunities to cause cease-fires or peace settlements during the war years. One of the best possible moments to end it all came during the attack on Nanking when Chiang Kai-sheks military were in disarray. On July 11 of 1938, the commander of the 19th division fought a border clash with the USSR known to us in the west as the battle of Lake Khasan. It was a costly defeat for Japan and in the diary of Harada Kumao he noted Hirohito scolded Army minister Itagaki “Hereafter not a single soldier is to be moved without my permission.” When it looked like the USSR would not press for a counter attack across the border, Hirohito gave the order for offensives in China to recommence, again an example of him deciding when to lay down the hammer.   By 1939 the US began threatening sanctions for what Japan was doing in China. Hirohito complained to his chief aide de camp Hata Shunroku on August 5th “It could be a great blow to scrap metal and oil”. Hirohito was livid and scolded many of his top officials and forced the appointment of General Abe to prime minister and demanded of him “to cooperate with the US and Britain and preserve internal order”.   Fast forward a bit, with war raging in Europe Hirohito, on June 19th of 1940 Hirohito asked if chief of staff Prince Kan'in and Army Minister Hata “At a time when peace will soon come in the European situation, will there be a deployment of troops to the Netherlands Indies and French Indochina?” This question highlighted Hirohito's belief at that time that Germany was close to achieving victory, which led him to gradually consider deploying troops to French Indochina and the Dutch East Indies since neither of those parent nations was in a position to protect their territories and vital resources. Regarding the war in China, the Japanese aimed to stop the flow of materials entering China from places like Hong Kong. Hirohito received reports indicating that Britain would not agree to block the shipment of materials into China via Hong Kong. The military recognized that an invasion of Hong Kong might be necessary, which would mean declaring war on Britain. When this was communicated to him, Hirohito responded, “If that occurs, I'm sure America will enforce an embargo, don't you think?” In response, Kido, the lord of the privy seal, reassured him by stating, “The nation must be fully prepared to resist, proceeding with caution and avoiding being drawn into events instigated by foreign interests.”   Hirohito went through countless meetings, but eventually signed order number 458 authorizing the invasion of French Indochina, knowing full well the consequences. The US,UK and Netherlands began embargoes of oil, rubber and iron. In the words of Admiral Takagai “As time passes and this situation continues, our empire will either be totally defeated or forced to fight a hopeless war. Therefore we should pursue war and diplomacy together. If there is no prospect of securing our final line of national survival by diplomatic negotiations, we must be resolved to fight.” Hirohito understood the predicament full well, that each day Japan was wasting its oil reserves, if they were to strike it had to be quickly.   On October 13th Hirohito told his closest advisor Koichi Kido “In the present situation there seems to be little hope for the Japan–U.S. negotiations. If hostilities erupt this time, I think I may have to issue a declaration of war.”   The reason I am bringing up all this stuff is to solidify, Hirohito had agency, he was micromanaging and forming decisions. After the war broke out with the west, Hirohito did have the ability to stamp his foot down. Of course there could have been wild repercussions, his military could have usurped him with Chichibu, it was definitely possible. But you need to keep this mind set, as far as why Hirohito acts or doesn't, its always to protect the Kokutai. Thus one of the levers for peace, solely rested on Hirohito's perception if the kokutai could be retained or not.    From the outset of the Pacific War, Hirohito believed Germany was going to defeat the USSR. In line with his military leaders, they all believed Japan had to seize everything they could in the asia-pacific and thwart off the US until a negotiated peace could be met. Hirohito committed himself to overseeing the war, determined to achieve victory at any cost. He was a very cautious leader, he meticulously analyzed each campaign, anticipating potential setbacks and crafting worst-case scenario predictions. He maintained a skeptical view of the reports from his senior officials and was often harshly critical of high commanders.   While he did not frequently visit the front lines like other commanders in chief, Hirohito wielded significant influence over theater operations, shaping both planning and execution whenever he deemed necessary. Similar to his approach during the war in China, he issued the highest military orders from the Imperial Headquarters, conducted audited conferences, and made decisions communicated under his name. He regularly welcomed generals and admirals to the imperial palace for detailed briefings on the battlefront and visited various military bases, battleships, and army and naval headquarters. His inspections encompassed military schools and other significant military institutions, adding to his comprehensive involvement in the war effort.   Now the war went extremely well for Japan until the battle of Midway. This was as major setback, but Japan retained the initiative. Then the Guadalcanal campaign saw Japan lose the initiative to the Americans. Upon receiving the initial report of the Ichiki detachment's destruction, Hirohito remarked, “I am sure it [Guadalcanal] can be held.” Despite the numerous reports detailing the devastating effects of tropical diseases and starvation on his troops, he persistently demanded greater efforts from them. Hirohito exerted continuous pressure on his naval and land commanders to retake the island. On September 15th, November 5th, and November 11th, he requested additional Imperial Japanese Army (IJA) troops and aircraft to be allocated to the cause.   General Sugiyama expressed concerns about dispatching more IJA pilots due to their inexperience in transoceanic combat, preferring to reinforce the North China Army for an attack on Chongqing instead. Hirohito pressed the issue again, but Sugiyama responded that the IJA had diverted its air resources to New Guinea and Rabaul. Undeterred by the objections from senior commanders, Hirohito persisted in his demands. By late November, it became evident that Guadalcanal was a lost cause.   At an Imperial Headquarters conference on December 31st, 1942, the chiefs of staff proposed canceling the attempts to recapture Guadalcanal. Hirohito sanctioned this decision but stated, “It is unacceptable to just give up on capturing Guadalcanal. We must launch an offensive elsewhere.” He insisted on this point, leading to the selection of new strategic targets in the Solomons, north of New Georgia, and in the Stanley Range on New Guinea. Hirohito even threatened to withhold authorization for withdrawing troops from Guadalcanal until a new plan was established. He later opposed the withdrawal from Munda Airfield, as it contradicted the newly defined defensive line.   As the defensive perimeter in the central and northern Solomons began to crumble, Hirohito continued to insist that the navy engage in decisive battles to regain the initiative, allowing for the transport of supplies to the many soldiers trapped on various islands. When he learned of the navy's failure to reinforce Lae on March 3rd, he asked, “Then why didn't you change plans immediately and land at Madan? This is a failure, but it can teach us a good lesson and become a source of future success. Do this for me so I can have peace of mind for a while.” The phrase “Do this for me” would come to be his signature rallying cry.   After Guadal canal, it was loss after loss for Japan. By February of 1944, Hirohito forced Sugiyama to resign so Hideki Tojo could take his position as chief of the general staff, note Tojo was prime minister and army minister at this point. Hirohito worked alongside Tojo to plan some last ditch efforts to change the war situation. The most significant one was Operation Ichi-Go. As much damage as they did to China with that, Chiang Kai-Shek's government survived. Hirohito watched as island by island fell to the Americans. When the Americans were poised to take Saipan he warned Tojo “If we ever lose Saipan, repeated air attacks on Tokyo will follow. No matter what it takes, we have to hold there.” Saipan fell, so Hirohito stopped supporting Tojo and allowed his rivals to take down his cabinet by june 18th of 1944.    Hirohito remained resolute in his determination to wrest victory from the Allies. On October 18th, the Imperial Headquarters ordered a decisive naval engagement, leading to the Battle of Leyte Gulf. After the war, Hirohito publicly stated, "Contrary to the views of the Army and Navy General Staffs, I consented to the showdown battle at Leyte, believing that if we launched an attack and America hesitated, we might find an opportunity to negotiate." Leyte Gulf didnt work. The military began the kamikaze program. On new years day of 1945 Hirohito inspected the special last meal rations given to departing kamikaze units. Iwo Jima fell. Okinawa remained, and Hirohito lashed out “Is it because we failed to sink enemy transports that we've let the enemy get ashore? Isn't there any way to defend Okinawa from the landing enemy forces?” On the second day of Okinawa's invasion Hirohito ordered a counter landing by the 32nd army and urged the navy to counterattack in every way possible. It was a horrible failure, it cost the lives of up to 120,000 Japanese combatants, 170,000 noncombatants. The Americans lost 12,500 killed and 33,000 wounded. An absolute bloodbath.    The Surrender time   Now we come to the time period where Japan seriously began looking for ways to surrender. In Europe Germany was heading to its defeat and Japan knew this. As for Japan, their army in Burma had been annihilated. Their forces in China were faring better after Operation Ichi-go, having opened up a land corridor along the main railway from Beiping to Wuhan and from throughout Guangdong but still stuck in a deadlock stalemate, facing a guerrilla war that was costing them 64% of their military expenditures. They deeply feared once the Soviets finished up with Germany, they would undoubtedly turn east against Manchuria. With the Soviets attacking from the north, the US would attack from the south, perhaps landing in Shanghai and the home islands. The Kamikaze tactics were proving formidable, but not nearly enough. By 1945, 43% of the IJA were now stationed in Japan, Korea and Formosa, bracing for the final stand. Former prime minister Reijiro Wakatsuki came out of retirement in may of 1945, having heard Germany collapsed, to urge Hirohito and the Prime Minister Kantaro Suzuki to open negotiations with the US as soon as possible. However he also said “the enemy must first be made to see the disadvantages of continuing the war”. To this Hirohito's chief counselor Makino Nobuaki said that “the ultimate priority is to develop an advantageous war situation.” Advisor admiral Kesiuke Okada said Japan should wait for “a moment favorable for us,” then make peace. Advisors Kiichiro Hiranuma and Koki Hirota advised the emperor to fight on until the end.   Now I want to bring in a key player to the surrender decision, that of Prince Konoe. Konoe was very close to Hirohito and understood the emperors mentality, especially how he viewed things in relation to the kokutai.    The senior statesman Prince Konoe had been consulting with Hirohito for over 18 months at this point trying to convey the message that if the war continued it would threaten the kokutai. Many months prior, he confided in the emperor's brother, Prince Takamatsu, that the army was suffering from “a cancer” in the form of the Toseiha faction. However, he noted that “Kido and others” did not share his perspective, while “his Majesty is relatively unconcerned with ideological issues.” For the past four years, he continued, the emperor had been advised and still believed that “the true extremists are the Kodoha faction.” In reality, the greater threat to the kokutai arose from the Toseiha faction. Konoe further asserted that if the war escalated, they would attempt to alter the kokutai.   Konoe speculated that whether the threat originated from communists within the nation, primarily referring to left-wing radicals in the Toseiha faction, or from the “Anglo-American enemy,” both would seek to preserve the emperor while pushing towards the country's communization.In his written report to the emperor on February 14, which Kido listened to attentively, Konoe elaborated on his conspiracy theory. He asserted that the Soviet Union regarded Japan as its primary threat in East Asia. The Soviets had allied with the Chinese Communists, the largest and most formidable Communist party in Asia, and were collaborating with the United States and Britain to drive Japan out of China. He warned that they would enter the war when the opportunity arose.   Defeat, he cautioned the emperor, was inevitable if the conflict persisted. However, he emphasized that a far greater fear was the potential destruction of the kokutai. The ongoing war was eroding the domestic status quo, unleashing forces that threatened Japan and its imperial institution from within as much as from external adversaries. The real danger lay in the emperor's and Kido's trust in the generals of the Toseiha faction, who were unintentionally facilitating the communization of Japan. Konoe implored for a swift peace settlement before a Communist revolution emerged, making the preservation of the kokutai impossible. Hirohito agreed with Konoe but stated “ To end the war would be “very difficult unless we make one more military gain.” Konoe allegedly replied, “Is that possible? It must happen soon. If we have to wait much longer, . . . [a mere battle victory] will mean nothing.” Hirohito replied “If we hold out long enough in this war, we may be able to win, but what worries me is whether the nation will be able to endure it until then.”   On February 15th of 1945, Hirohito's intelligence warned the Soviet Union would likely abrogate its Neutrality Pact with Japan. Even Tojo conceded there was a 50/50 chance the USSR would invade Manchuria. In March, the US began B-29 incendiary bombing raids over Tokyo, turning 40% of the capital into ash. On March 18th, Hirohito with some aides drove around the capital to witness the devastation. The civilians looked exhausted and bewildered to Hirohito. Factory production was collapsing, absenteeism was rising, instances of lese majeste were running rampant. For the next 5 months imperial family members and senior statesmen all began speaking to Hirohito about the “crises of the kokutai”. The threat Konoe had warned about for months was becoming the main talking point. It seemed like the Japanese people within the countryside and urban areas remained steadfast in the resolve to obey their leaders, work and sacrifice for their nation, but for how long would they feel so?    It was only after the battle for Okinawa was lost and 60 Japanese cities had been leveled by American incendiary bombs that Hirohito openly indicated he wanted to negotiate a surrender.   Kido's diary reveals the first clear indication that the emperor might be urged to consider an early peace on June 8, 1945, when Kido drafted his “Draft Plan for Controlling the Crisis Situation.” This marked a pivotal moment. It followed the unintentional bombing of the Imperial Palace, the complete loss of hope for saving Okinawa, and coincided with the day the Supreme War Leadership Council adopted the “Basic Policy for the Future Direction of the War.” With the fighting in Europe concluded, Japan found itself entirely isolated. Kido's plan, although vague, proposed seeking the Soviet Union's assistance as an intermediary to help Japan gain leverage in negotiations with its adversaries. By drafting this plan, Kido signaled the end of his long alliance with the military hard-liners. Hirohito's acceptance of it indicated his readiness for an early peace.   Hirohito was moved to an underground bunker in the mountains of Matsushiro in Nagano prefecture where upon those around him noted he fell into a deep depression. On June 22nd  Hirohito informed the Supreme War Leadership Council he wanted them to open diplomatic maneuvers to end the war. In early July Soviet Ambassador Jacob Malik broke off inconclusive talks with Hirota. Hirohito stepped in immediately and ordered a new special envoy be sent to Moscow. However Hirohito nor the Suzuki government had concrete plans on how to mediate a surrender through the Soviets. The only things they did prioritize was a guarantee of the emperors political position and retainment of the imperial system, ie the kokutai. This was taken into consideration rather than ending the war as quickly as possible to save the lives of millions.    From April 8, 1945, until Japan's capitulation, the Suzuki government's chief war policy was “Ketsugo,” an advanced iteration of the “Shosango” (Victory Number 3) plan for defending the homeland. The hallmark of this strategy was a heavy reliance on suicide tactics, including deploying a massive number of kamikaze “special attack” planes, human torpedoes launched from submarines, dynamite-stuffed “crash boats” powered by truck engines, human rocket bombs carried by aircraft, and suicide assaults by specially trained ground units.   While preparations for Operation Ketsu progressed, the Imperial Diet convened on June 9 to pass a Wartime Emergency Measures Law, along with five additional measures aimed at mobilizing the entire nation for this final battle. On the same day, the emperor, who had yet to initiate efforts to end the war, issued another imperial rescript in conjunction with the Diet's convocation, instructing the nation to “smash the inordinate ambitions of the enemy nations” and “achieve the goals of the war.” Concurrently, the controlled press launched a daily die-for-the-emperor campaign to foster gratitude for the imperial benevolence and, from around mid-July onward, initiated a campaign to “protect the kokutai.”   The Americans countered with their own propaganda aimed at breaking Japan's will to fight. B-29 bombers dropped millions of leaflets written in Japanese, announcing the next scheduled targets for bombing raids and urging surrender, while using the emperor to challenge the militarists. Leaflets bearing the chrysanthemum crest criticized the “military cliques” for “forcing the entire nation to commit suicide” and called on “everyone” to “exercise their constitutional right to make direct appeals [for peace] to the Emperor.” They asserted that “even the powerful military cliques cannot stop the mighty march for peace of the Emperor and the people.” One notable batch of seven million leaflets conveyed the terms of the “joint declaration” issued by the United States, Great Britain, and China. “Today we come not to bomb you,” they stated. “We are dropping this leaflet to inform you of the response from the United States government to your government's request for conditions of surrender.... Whether the war stops immediately depends on your government. You will understand how to end the war if you read these two official notifications.”   Amid pressures from imperial edicts to continue preparations for a final battle and focus solely on victory, the Japanese people were also subjected to an intense American psychological warfare campaign in addition to aerial bombardment. During late July and August, prefectural governors, police chiefs, and officers of the “special higher police” submitted reports to the Home Ministry detailing the rapidly deteriorating national morale.    Now on the other side, Roosevelt made it known back in January of 1943 at the Casablanca conference, the allies would only accept unconditional surrender. By 1945, the allies understood the predicament this left Japan with. On May 8th of 1945, Truman added “Japan's surrender would not mean the extermination or enslavement of the Japanese people” trying to indicate a non vindictive spirit. However the Kokutai question always remained ambiguous. State Department Joseph Grew, the former ambassador to Japan, began arguing to Truman they needed to make public a clear definition of the terms to persuade Japan to surrender. As he argued to Truman: Emperor Hirohito was seen as the key figure in Japan's surrender, likened to a "queen bee in a hive... surrounded by the attentions of the hive." Throughout the war, he was characterized in various ways—as a “puppet” of the militarists, a constitutional monarch, and a pacifist. Grew had immense faith in the influence exerted by what he referred to as the “moderates” surrounding the Japanese throne.    However many of Grew's colleagues argued the future existence of the monarchy was intolerable as it was akin to fascism. Many wanted to punish the emperor. Truman was in a tug of war. The Potsdam declaration issued on July 26th of 1945 came in the form of a ultimatum aiming to quicken japans surrender. Truman clarified the terms for the unconditional surrender at the end of its terms: "We call upon the government of Japan to proclaim now the unconditional surrender of all Japanese armed forces, and to provide proper and adequate assurances of their good faith in such action. The alternative for Japan is prompt and utter destruction." Zero mention of the emperor. Grew had argued to add “this may include a constitutional monarchy under the present dynasty.” But it was deleted from the article. The status of the emperor was not guaranteed, the kokutai was thus up in the air.    The next day, the Suzuki cabinet rejected the terms. The Japanese leadership and Hirohito were still banking and awaiting Soviet replies to their terms.    Lets talk about the Soviet talks now   Back on July 12th ambassador Naotake Satō sent this message to the Soviets: “His Majesty the Emperor, mindful of the fact that the present war daily brings greater evil and sacrifice upon the peoples of all the belligerent powers, desires from his heart that it may be quickly terminated. But so long as England and the United States insist upon unconditional surrender, the Japanese Empire has no alternative but to fight on with all its strength for the honor and existence of the Motherland”.  However the Soviets had made commitments to their allies, promising in fact to invade Japan to aid them.    As for the Soviets their primary objective was to ensure unrestricted access to the Pacific Ocean. The year-round ice-free areas of the Soviet Pacific coastline, particularly Vladivostok, could be blockaded by air and sea from Sakhalin Island and the Kurile Islands. Securing these territories to guarantee free access to the Soya Strait was their main goal. Secondary objectives included acquiring leases for the Chinese Eastern Railway, the Southern Manchuria Railway, as well as gaining control over Dairen and Port Arthur.   To achieve these aims, Stalin and Molotov prolonged negotiations with the Japanese, creating a false sense of hope for a Soviet-mediated peace. Simultaneously, in their discussions with the United States and Britain, the Soviets insisted on strict adherence to the Cairo Declaration, which had been reaffirmed at the Yalta Conference. This declaration stipulated that the Allies would not accept a separate or conditional peace with Japan; thus, the Japanese would need to surrender unconditionally to all the Allies. The Soviets aimed to prolong the war by opposing any efforts to dilute this requirement. This approach would provide the Soviets with the necessary time to complete the transfer of their troops from the Western Front to the Far East and to conquer Manchuria, Inner Mongolia, northern Korea, South Sakhalin, the Kuriles, and potentially Hokkaidō, starting with an assault on Rumoi. AUGUST 1945   Thus we come to at last the critical point, August of 1945.    The Americans prepared for the deployment of atomic bombs and for an invasion of southern Kyushu, known as Operation Olympic, scheduled to commence on November 1. At 8:15 A.M. on August 6, a single B-29 bomber, the Enola Gay dropped little boy, devastating much of the undefended city of Hiroshima, instantly killing an estimated 100,000 to 140,000 people and leading to the deaths of possibly another 100,000 over the next five years. At the epicenter of the explosion, “a light appeared 3,000 times brighter than the sun,” creating a fireball that emitted thermal radiation capable of “instantly scorching humans, trees, and houses.” As the air heated and rushed upward, cold air surged in to ignite a firestorm. Hours later, a whirlwind escalated the flames to their peak until more than eight square miles were virtually reduced to cinders. Subsequently, black, muddy rain filled with radioactive fallout began to fall. Two days later, using Japan's rejection of the Potsdam Declaration as a pretext, the Soviet Union declared war on Japan. Then on August 9, the United States dropped a second atomic bomb on Nagasaki, resulting in the immediate deaths of approximately 35,000 to 40,000 people and injuring more than 60,000.   Meanwhile, in Tokyo, during the critical period between the Potsdam Declaration and the atomic bombing of Hiroshima, Emperor Hirohito remained silent about accepting the Potsdam terms. However, on July 25 and 31, he explicitly conveyed to Kido that the imperial regalia must be defended at all costs. The three sacred objects—a mirror, a curved jewel, and a sword—symbolized the legitimacy of his rule through the northern court and were integral to his identity as the divine sovereign. Hirohito's focus was on protecting these symbols of office, as he insisted on having them brought to the palace. This fixation on maintaining his symbols occurred during a pivotal moment when the pressing issue was whether to accept immediate capitulation. Reflecting on this, he was unprepared to seize the opportunity to end the war himself.   Prime Minister Suzuki, following his initial rejection of the Potsdam ultimatum, also saw no need for further action. His Cabinet Advisory Council, which included the president of Asano Cement, the founder of the Nissan consortium, the vice president of the Bank of Japan, and other representatives from the nation's leading business interests that had profited significantly from the war, convened on the morning of August 3. They recommended accepting the Potsdam terms, arguing that the United States would permit Japan to retain its non-military industries and continue participating in world trade.    Here are some reactions to the two bombs and invasion of Manchuria.    Yonai Mitsumasa said to admiral Takagi Sokichi, on August 12, that “I think the term is perhaps inappropriate, but the atomic bombs and the Soviet entry into the war are, in a sense, gifts from the gods [tenyu, also “heaven-sent blessings”]. This way we don't have to say that we quit the war because of domestic circumstances. I've long been advocating control of our crisis, but neither from fear of an enemy attack nor because of the atomic bombs and the Soviet entry into the war. The main reason is my anxiety over the domestic situation. So, it is rather fortunate that we can now control matters without revealing the domestic situation”.    Konoe's characterized the Soviet involvement in the war as “a godsend for controlling the army,”. Kido viewed of both the atomic bombings and the Soviet entry into the conflict as “useful” elements for ensuring a smooth transition. A nascent power struggle was unfolding, rendering the potential death toll—whether one hundred thousand or two hundred thousand—immaterial to those involved, as long as their desired outcome was achieved: an end to the war that would leave the monarchy intact and capable of managing the discontent that defeat would inevitably provoke. Throughout the final acts of this wartime drama, the Japanese “moderates” found it easier to capitulate to external pressures than to take decisive action on their own to conclude the war.   Another illuminating looks at Japan's elite's perspective on surrender terms was the document titled “Essentials of Peace Negotiations” (wahei kosho no yoryo). Drafted by Konoe and his adviser, retired Lt. Gen. Sakai Koji, after Konoe had reluctantly accepted a mission to Moscow, this document, stipulated the preservation of the emperor system, along with most of the imperial prerogatives, as the absolute minimum condition for peace. It defined the “original” or “essential homeland” as including the southern half of the Kurile Islands but showed a willingness to concede all overseas territories to the enemy, including Okinawa and the American-occupied Bonin Islands, as well as the southern half of Sakhalin. The “Essentials” also accepted complete disarmament for an unspecified period, thereby compromising on the issues of demobilizing and disarming the armed forces. More significantly, an “explanation” attached to the “Essentials” emphasized that “the main aim is to secure the imperial line and maintain the political role of the emperor.”    Why Japan surrendered   We come to it atleast after a long podcast. Why did Japan ultimately surrender?   The twin psychological shocks of the first atomic bomb and the Soviet entry into the war, combined with Kido's and the emperor's concern over escalating public criticism of the throne and its occupant, fueled an almost paranoid fear that, sooner or later, the populace would react violently against their leaders if the war persisted much longer. These factors ultimately led Hirohito to accept, in principle, the terms of the Potsdam Declaration.   At the first meeting of the six member constituents of the Supreme War Leadership Council, held from 10:30 A.M. to 1:00 P.M. on August 9, Army Minister Anami Korechika, Chiefs of Staff Umezu Yoshijiro, representing the army, and Yonai, representing the navy, along with Tōgō, from the Foreign Ministry, were expected to discuss the acceptance of the Potsdam Declaration. Instead, the conversation revolved around whether to attempt a conditional surrender—specifically, should they insist on one condition, the preservation of the kokutai, or four?   After Suzuki addressed the assembly regarding the atomic bombing of Hiroshima and the Soviet attack, Yonai, as recounted by Navy Chief of Staff Toyoda, was the first to speak, framing the issue in terms of four conditions. “Let's start to talk, Do we accept the Potsdam Declaration with no conditions? If not, and we wish to insist on attaching hopes and conditions, we may do so this way. First, preservation of the kokutai; then for the rest, the main items in the Potsdam Declaration: treatment of war criminals, method of disarmament, and the matter of sending in an army of occupation.” Thus, the participants identified what they perceived to be the ambiguous points within the Potsdam Declaration and used them as the foundation for their discussions.   The army insisted on four conditions: First, the preservation of the kokutai, which they considered distinct from the Potsdam Declaration itself. The other conditions proposed were, second, that the Imperial Headquarters assume responsibility for disarmament and demobilization; third, a prohibition on occupation; and fourth, the delegation of the punishment of war criminals to the Japanese government. The army equated the kokutai with the emperor's right of supreme command. Their self-serving desire for autonomous war crimes trials was based on the belief that the Allies would use such trials to politically indict the military. Consequently, army leaders aimed to preempt the activities of any international tribunal by conducting their own trials—similar to the approach taken by the uninvaded and unrepentant Germans after World War I.   Supporting the military's views during cabinet meetings that day were three civilian members of the Suzuki cabinet: Justice Minister Matsuzaka Hiromasa, Home Minister Yasui Toji, and Minister of Health Okada Tadahiko. At the imperial conference that night, which extended into the early hours of the tenth, Foreign Minister Tōgō's interpretation of the “preservation of the kokutai” referred solely to the safeguarding of the Imperial House or dynasty, rather than the continuation of Hirohito's reign.   Hiranuma, another advocate for the single condition, interpreted the kokutai as the “emperor's sovereign right to rule the state [not] deriving from national law. Even if the entire nation is sacrificed to the war, we must preserve both the kokutai and the security of the imperial house.” This discrepancy illustrated that there was no completely unified understanding of what the kokutai entailed; the debate over one condition versus four represented conflicting visions for the future of the Japanese state and masked the competition for political power that was already unfolding.   It remains doubtful whether the emperor and Kido initially sided with Tōgō against the four conditions proposed by the senior military leaders. A more likely inference is that both men retained sympathies for the hardliners, both military and civilian, who preferred to continue the futile war rather than surrender immediately and unconditionally. This may explain why, on August 9, Konoe had Hosokawa Morisada approach Navy General Headquarters to urge the emperor's brother, Prince Takamatsu, to pressure Hirohito (through Kido) to accept the Potsdam terms. Later that afternoon, Konoe enlisted the help of diplomat Shigemitsu Mamoru to persuade Kido to reconsider his stance on the four conditions. Ultimately, at the urging of Takamatsu and Shigemitsu, Kido did shift to support Tōgō's position.   At the end of the war, as at its beginning and throughout every stage of its progression, Emperor Hirohito played a highly active role in supporting the actions carried out in his name. From the very beginning of the Asia-Pacific war, the emperor played a significant role in the unfolding events around him. Prior to the Battle of Okinawa, he consistently advocated for a decisive victory. Afterward, he acknowledged the necessity of pursuing an early peace, although he did not favor an immediate cessation of hostilities. Instead, he wavered, steering Japan toward ongoing warfare rather than direct negotiations with the Allies. When the final crisis fully unfolded, the only option left was unconditional surrender. Even then, he continued to procrastinate until the atomic bomb was dropped and the Soviets launched their attack. The wartime emperor ideology that once sustained morale made it exceedingly difficult for Japan's leaders to accept the act of surrender. Aware of their objective defeat, yet indifferent to the suffering the war inflicted on their own people—as well as on the populations of Asia, the Pacific, and the West whose lives they had disrupted—the emperor and his military leaders sought a means to lose without appearing to lose. They aimed to mitigate domestic criticism following surrender while preserving their power structure.   Blinded by their fixation on the fate of the imperial house and committed to an overly optimistic diplomacy toward the Soviet Union, Japan's leaders missed several opportunities to end their lost war. Would Japan's leaders have surrendered more promptly if the Truman administration had “clarified” the status of the emperor before the cataclysmic double shocks of the atomic bomb and the Soviet entry into the war? Probably not. However, it is likely they would have surrendered to prevent the kokutai from being destroyed from within. The evidence suggests that the first atomic bomb and the Soviet declaration of war led Hirohito, Kido, and other members of the court to believe that continuing the war would inevitably result in that destruction. They recognized that the populace was war-weary and despondent, with rising hostility toward the military and the government, accompanied by increasing criticism of the emperor himself. More specifically, Kido and Hirohito were privy to Home Ministry reports, which contained information from governors and police chiefs nationwide. These reports indicated that citizens were beginning to label the emperor as an incompetent leader responsible for the deteriorating war situation.   This is the third variable, never spoken about. Many first look at the atomic bombs. Bigger brain people turn to the Soviet Invasion of Manchuria. But hardly anyone reads about how the collapse of Japan's social fabric, scared the shit out of the Emperor and his closest advisors. You can't have a kokutai, without a populace that worshiped you.    When the emperor expressed in February, “What worries me is whether the nation [could] endure” long enough to achieve victory, he was not merely voicing concern for the suffering of his subjects; rather, he feared that such suffering could lead to social upheaval—in short, revolution. At that time, he referred to the ordinary, war-related hardships of food shortages, air raids, devastated cities, destruction of homes, and the omnipresent grief from the loss of loved ones. The atomic bomb escalated death, pain, and suffering to unimaginably higher levels, intensifying the threat from within. After the bombings of Japan and two atomic bombs, Hirohito was in a dark way, given a golden get out of jail free card. Hirohito could now save his suffering people from further anguish by surrendering, allowing him to deflect responsibility for leading them into misery while adopting an air of benevolence and care. Indeed, Hirohito did care—though not primarily for the Japanese people, but rather for the survival of his own imperial house and throne.   After the bombing of Hiroshima, Hirohito delayed for a full two days before instructing Kido, shortly before 10 A.M. on August 9, to “quickly control the situation” because “the Soviet [Union]” had declared war. Kido immediately communicated with Prime Minister Suzuki, who began arrangements for an Imperial Conference scheduled for later that night. Following the seidan of August 10, Chief Cabinet Secretary Sakomizu took charge of drafting the “Imperial Rescript Ending the War” based on Hirohito's directives. Assisted by two scholars of the Chinese classics, Kawada Mizuho and Yasuoka Masahiro, Sakomizu worked tirelessly for over three days before submitting a version of the rescript to the Suzuki cabinet. After six hours of contentious discussion on the night of August 14, the cabinet modified and approved the document. Hirohito promptly signed it, and Shimomura and Kido persuaded him to record a suitably opaque final version for broadcast to the nation.   On the night of August 14, the Suzuki government notified the United States and other Allied nations that it had accepted both the Potsdam Declaration and the Byrnes letter of August 11. Accelerating the emperor's actions during this climactic moment of the unconditional surrender drama was the American psychological warfare campaign. When a leaflet dropped from B-29 bombers came into Kido's possession on the night of August 13 or the morning of the fourteenth, he conferred with the emperor and explained the gravity of the situation. The latest enemy leaflets were informing the Japanese people of the government's notification of surrender under one condition, along with the full text of Byrnes's response. If this continued, it would undermine the imperial government's reliance on secrecy to obscure the true nature of the lost war and the reasons for the prolonged surrender delay.   Given Kido's and the emperor's concerns about rising signs of defeatism, including criticism of the throne, immediate action was necessary to prevent the populace from acting on their own initiative. Thus, the second seidan was convened. At noon on August 15, the Japanese people gathered around their radio receivers and heard, for the first time, the high-pitched voice of their emperor telling them:    “After pondering deeply the general trends of the world and the actual conditions obtaining in Our Empire today, We have decided to effect a settlement of the present situation by resorting to an extraordinary measure. We have ordered Our Government to communicate to the Governments of the United States, Great Britain, China and the Soviet Union that Our Empire accepts the provisions of their Joint Declaration. To strive for the common prosperity and happiness of all nations as well as the security and well-being of Our subjects is the solemn obligation which has been handed down by Our Imperial Ancestors and which lies close to Our heart. Indeed, We declared war on America and Britain out of Our sincere desire to ensure Japan's self-preservation and the stabilization of East Asia, it being far from Our thought either to infringe upon the sovereignty of other nations or to embark upon territorial aggrandizement. But now the war has lasted for nearly four years. Despite the best that has been done by everyone—the gallant fighting of the military and naval forces, the diligence and assiduity of Our servants of the State, and the devoted service of Our one hundred million people—the war situation has developed not necessarily to Japan's advantage, while the general trends of the world have all turned against her interest. Moreover, the enemy has begun to employ a new and most cruel bomb, the power of which to do damage is, indeed, incalculable, taking the toll of many innocent lives. Should we continue to fight, not only would it result in an ultimate collapse and obliteration of the Japanese nation, but also it would lead to the total extinction of human civilization. Such being the case, how are We to save the millions of Our subjects, or to atone Ourselves before the hallowed spirits of Our Imperial Ancestors? This is the reason why We have ordered the acceptance of the provisions of the Joint Declaration of the Powers... The hardships and sufferings to which Our nation is to be subjected hereafter will be certainly great. We are keenly aware of the inmost feelings of all of you, Our subjects. However, it is according to the dictates of time and fate that We have resolved to pave the way for a grand peace for all the generations to come by enduring the unendurable and suffering what is unsufferable”.   Clearly Hirohito sought to justify his decision to surrender by citing the dropping of the atomic bombs. He wanted to become the saviour of the Japanese people. Hirohito wanted to obfuscate the issue of accountability, to prevent expressions of strife and anger and to strengthen domestic unity around himself, to protect and raise the kokutai.  Interestingly, the surrender declaration to the civilian population was not the same one sent to the military. On August 17th Hirohito issued a second “rescript to soldiers and sailors” throughout the asia-pacific.   “ Now that the Soviet Union has entered the war against us, to continue . . . under the present conditions at home and abroad would only recklessly incur even more damage to ourselves and result in endangering the very foundation of the empire's existence. Therefore, even though enormous fighting spirit still exists in the Imperial Navy and Army, I am going to make peace with the United States, Britain, and the Soviet Union, as well as with Chungking, in order to maintain our glorious national polity”.   The lesser-known August 17 rescript to the army and navy specified Soviet participation as the sole reason for surrender, while maintaining the kokutai as the primary aim. Dissembling until the end—and even beyond—it was noted that the emperor presented two different justifications for his delayed surrender. Both statements were likely true.   Months later Hirohito's said this about his decision to surrender “The main motive behind my decision at that time was that if we . . . did not act, the Japanese race would perish and I would be unable to protect my loyal subjects [sekishi—literally, “children”]. Second, Kido agreed with me on the matter of defending the kokutai. If the enemy landed near Ise Bay, both Ise and Atsuta Shrines would immediately come under their control. There would be no time to transfer the sacred treasures [regalia] of the imperial family and no hope of protecting them. Under these circumstances, protection of the kokutai would be difficult. For these reasons, I thought at the time that I must make peace even at the sacrifice of myself.”    There exists this sort of childish argument today whether it was the atomic bombs or the Soviet Invasion that caused Japan to surrender. However, this overlooks as I think I've explained in 9000 words jeez, the influence of the kokutai. Defending the kokutai was Hirohito's number one priority. The Soviets threatened it. Communism threatened it. What Japan perceived to be “democracy” threatened it. American victory threatened it. And the destruction of Japan's social fabric threatened it. I love this one piece of history, that I have only come across in one book, that being the main one I am using here.   On August 12th, Hirohito came to the imperial family to tell them he had made the decision to surrender. His uncle Prince Yasuhiko Asaka asked him whether the war would be continued if the kokutai could not be preserved. Hirohito replied “of course”.

Today's word of the day is ‘ichiro' as in Suzuki as in Japan. Let me tell you about my weekend. It was a fun one! I went to Japan for 48 hours. Yes. (10:30) Bill Belichick made his UNC debut on Monday and the Tar Heels were crushed. A-list celebrities in the crowd. High expectations. A 7-0 lead. And then the wheels fell off! How bad does he want this? (18:15) People are crushing Arch Manning after one game. Lose to the Buckeyes in Ohio by 7 points. That's it. Season over…. GIVE ME A BREAK! (24:00) Let's talk about Micah Parsons again. There's two stories here. First we have the Cowboys players talking about the trade. Part deux is about the back injury Parsons is dealing with. (34:10) Review: F1. (38:00) Luis Suarez spit on a Seattle Sounders staffer after Miami lost in the Leagues Cup final. Disgraceful. (46:00) NPPOD. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's word of the day is ‘ichiro' as in Suzuki as in Japan. Let me tell you about my weekend. It was a fun one! I went to Japan for 48 hours. Yes. (10:30) Bill Belichick made his UNC debut on Monday and the Tar Heels were crushed. A-list celebrities in the crowd. High expectations. A 7-0 lead. And then the wheels fell off! How bad does he want this? (18:15) People are crushing Arch Manning after one game. Lose to the Buckeyes in Ohio by 7 points. That's it. Season over…. GIVE ME A BREAK! (24:00) Let's talk about Micah Parsons again. There's two stories here. First we have the Cowboys players talking about the trade. Part deux is about the back injury Parsons is dealing with. (34:10) Review: F1. (38:00) Luis Suarez spit on a Seattle Sounders staffer after Miami lost in the Leagues Cup final. Disgraceful. (46:00) NPPOD. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Before we jump into Detroit Red Wings talk, Evan has returned with some exciting news! (00:00) We then jump back to hockey by discussing whether the fears of injury or wear & tear for Dylan Larkin, Lucas Raymond, Moritz Seider, Patrick Kane, and the rest of the Hockeytown Olympic hopefuls are overblown or a legitimate concern. Will Todd McLellan's squad hold tough, or will another bout of injuries leave the scoring to the like of Alex DeBrincat, Simon Edvinsson, Marco Kasper, and the rest of the Red Wings? (7:15) Next, we compare where Steve Yzerman's Detroit Red Wings are relative to Suzuki, Caufield, Hutson and the Montreal Canadiens, Tkachuk, Stutzle and the Ottawa Senators, and Dahlin's Buffalo Sabres. What does Steve Yzerman need to do to match the talent levels of Demidov & Co., or are Danielson, Sandin Pellikka, Brandsegg-Nygard, & the rest of the Red Wings pipeline more than enough? (21:40) Finally, notes on the Red Wings broadcast schedule & how much of Ken Daniels & Mickey Redmond we'll see, some quick NHL news, & more (47:30) before we take your questions and comments in our Overtime segment (56:35) - enjoy! Head over to wingedwheelpodcast.com to find all the ways to listen, how to support the show, and so much more! This episode is brought to you by Hims. Visit hims.com/wingedwheel for your personalized hair loss treatment options. #ad Go to KoffeeKult.com and use code WWP for 15% off your order! #ad Support the Jamie Daniels Foundation through Wings Money on the Board: https://www.wingedwheelpodcast.com/wingsmotb