Podcasts about Verdun

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1914 ROYAL FLYING CORPS Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1914 BELGIUM Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1914 HINDENBERG Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1914-1918 US MERCHANT NAVY Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1916 VERDUN Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1918 JOHN MONASH Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Nick Lloyd's "The Western Front: The History of the Great War, Volume 1" provides a comprehensive narrative of the Great War in Belgium and France from 1914 to 1918. As the first volume of a planned trilogy, this work aims to offer a nuanced understanding of this pivotal theater, moving beyond common myths and focusing on the operational perspective of senior commanders across all involved powers. 1919 LONDON CHURCHILL Z PERSHING Here's a summary of the key aspects, figures, and events covered: Lloyd's Ambition and Approach Comprehensive Narrative: Lloyd, a reader in military and imperial history at King's College London, undertook this "big project" to create a grand narrative of the entire Western Front, encompassing the French sector, American sector, and the German story, alongside the often-emphasized British perspective. Focus on Senior Commanders: A primary goal was to view the war from the lens of senior commanders, challenging the traditional portrayal of them as "donkeys or butchers and bunglers." Lloyd aims to help readers appreciate the immense pressures and difficulties these individuals faced, offering a "cooler perspective" on their successes and errors. Trilogy: This book is the first of three volumes; future volumes will cover the Eastern Front and global warfare in the Middle East and Africa. Lloyd emphasizes that while other fronts are mentioned, the Western Front remained the decisive theater where Germany, France, Britain, and America determined the war's outcome. British Involvement and Leadership Initial Reluctance: Britain initially entered the conflict with a limited commitment, deploying only four infantry divisions and one cavalry division as the British Expeditionary Force (BEF), a "small army" compared to the French (80 divisions) and Germans (over 100 divisions). This reflected a desire for "limited liability" to the Western Front, contrasting sharply with French demands for more manpower. Early Leaders: H.H. Asquith (Prime Minister) was reportedly distracted by personal affairs at the war's outset. Lord Kitchener (Minister of War) was a professional soldier and hero of the empire, wary of deep British involvement but committed to supporting the French. Field Marshal Sir John French (Commander-in-Chief, BEF) was a Boer War hero who found himself "out of his depth" by 1914, struggling with the war's scale and intensity. During the August 1914 retreat, French considered pulling the BEF out of the line due to immense losses and pressure, a move Kitchener personally intervened to prevent, ordering French to stay and fight. Frencheventually "breaks down" due to losses and pressure and is sent home at the end of 1915. Later Leadership and Strategy: David Lloyd George (Prime Minister from late 1916) is credited as "the prime minister that wins the war" in Britain. He showed great energy in revitalizing British industry and re-equipping the army, despite having poor relations with his top generals. Field Marshal Sir Douglas Haig replaced French as Commander-in-Chief of the BEF. Haig and Lloyd George had fundamentally different strategic outlooks, leading to "constant arguments and backstabbing". At the Battle of the Somme (1916), Haig favored a breakthrough strategy, aiming for maneuver and cavalry deployment to defeat the German army. However, his army commander, Rawlinson, advocated a "bite and hold" strategy, focusing on concentrated artillery to smash enemy lines, take ground, then consolidate before repeating, acknowledging that a grand breakthrough was not yet feasible for the largely "green" British army. German Strategy and Commanders Initial Invasion: The German invasion of France and Belgium in 1914 was based on the ambitious Schlieffen Plan, which aimed for a massive attack through Belgium to outflank French defenses and destroy their army in a grand battle of envelopment. Helmuth von Moltke the Younger (Chief of the General Staff) was under immense pressure and altered the Schlieffen Plan, weakening its critical right wing, and ultimately suffered a nervous breakdown by mid-September 1914. Moltke's controversial decision to order General Kluck's First Army to turn southeast instead of enveloping Paris contributed to the failure of the Schlieffen Plan, despite Kluck initially ignoring the order. Kaiser Wilhelm: His character was inconsistent, often described as a "weather vane," and he gradually became a less central figure as Hindenburg and Ludendorff gained influence from 1916. Erich von Falkenhayn (replaces Moltke in 1914) was the architect of the Verdun Offensive (1916). His vision was unique, aiming not for territorial gains but for attrition: to "kill Frenchmen" and exhaust them. Political Interference: Chancellor Theobald von Bethmann-Hollweg often opposed Falkenhayn's desire for unrestricted submarine warfare due to diplomatic concerns (e.g., fear of American entry), illustrating the German military's tendency to prioritize tactical effectiveness over political and strategic issues, which was ultimately "fatal". French Efforts and Leadership Joseph Joffre (Commander of French Forces): Described as a "great hero" of the French army, Joffrepossessed remarkable calmness and an ability to absorb punishment and react quickly. His leadership was crucial in defeating the Schlieffen Plan and counterattacking at the Battle of the Marne in September 1914, preventing a German victory. Raymond Poincaré (President of the French Republic): A nationalist deeply involved in military analysis, Poincaré was central to the political efforts to reassert civilian primacy over the army and secure British manpower commitments. General Castelnau (Joffre's chief of staff): A deeply religious man who personally lost three sons in the war, Castelnau exemplifies the human cost and personal horror experienced by some senior commanders, helping to humanize these figures in Lloyd's narrative. Robert Nivelle: An artillery officer who rose rapidly due to his successes at Verdun, Nivelle replaced Joffrein December 1916. He attempted a decisive breakthrough in his Nivelle Offensive in April 1917 with a "formula" for success, but it failed catastrophically due to his being "out of his depth" at the command-in-chief level, leading to French army issues including mutiny. Philippe Pétain: Replaced Nivelle, Pétain became a "savior of France." He was renowned for his deep understanding of battlefield realities and a strong connection with his troops. At Verdun, he innovated by rotating divisions out of the line for rest and recuperation, contrasting with the German practice of fighting units "until basically there's not a lot left". Ferdinand Foch (Supreme Allied Commander from April 1918): Foch is widely regarded as one of the most important generals of the war. He was an energetic and charismatic leader who successfully coordinated the American, British, and French forces in 1918, leading them to victory in the multinational war. His reputation continues to strengthen over time. American Involvement Entry into War: The United States declared war on Germany and Austria in April 1917. General John J. Pershing arrived in Paris in June 1917 to lead the American Expeditionary Force (AEF), despite having only 113,000 men in the army at the time. Rejection of Amalgamation: Pershing steadfastly resisted French and British desires to "amalgamate" American manpower into their existing divisions, insisting that American soldiers fight as an independent army. He argued that the Allies had a poor record of "not killing your own troops". German Miscalculation: Germany severely underestimated how quickly the United States could build and deploy an army, believing it would take years. This misjudgment ultimately contributed to their defeat once the Americans demonstrated their seriousness in 1918. American involvement became "crucial" by 1917, changing the atmosphere. Evolution of Warfare on the Western Front From Movement to Stalemate: The initial German invasion failed to achieve a decisive victory, leading to the establishment of trench warfare after the Battle of the Marne. Realization of No Breakthrough: After the Second Battle of Champagne (1915), Allied and Germancommanders like Joffre and Falkenhayn began to recognize that a "grand shattering breakthrough" was not achievable in the foreseeable future. Constant Adaptation: This realization led to a continuous arms race. As Allied artillery and tactics improved, German defenses evolved from single lines to complex "zones of pill boxes," making progress difficult and bloody. The war became an intense exercise in violence where commanders constantly adapted to a "cauldron of war". Key Battles and Their Significance Battle of the Marne (September 1914): Joffre's successful counterattack forced the Germans to retreat, effectively ending the Schlieffen Plan and leading to the beginning of trench warfare. Second Battle of Champagne (September-October 1915): A major French offensive that, despite immense effort and casualties, failed to achieve a decisive breakthrough, solidifying the understanding that trench deadlock could not be easily broken. Verdun (1916): Falkenhayn's attrition battle, designed to "kill Frenchmen," concentrated immense firepower in a small area, creating a "moonscape effect." While not decisive in destroying the French, it was a moment where "things start to go wrong for Germany," from which she never truly recovers. Somme (1916): A British and French offensive intended to relieve pressure on Verdun, but also driven by Haig's ambition for a breakthrough. The debate between breakthrough and Rawlinson's "bite and hold" strategy highlighted the dilemmas of Western Front warfare. Nivelle Offensive (April 1917): A disastrous French attempt at a breakthrough, which highlighted Nivelle'soverreach and led to significant disillusionment and mutiny within the French army. End of the War and its Legacy German Defeat: Lloyd's book argues that the German army was "falling apart" and "defeated rapidly in 1918" despite the persistent "stab in the back" myth that claimed they were betrayed at home. Armistice Decision: The decision by the Allies not to invade Germany was primarily political, as the British and French were "totally exhausted," while the Americans were "much fresher" and more keen to continue. Lloyd considers the armistice "fair on all sides". Lloyd's work underscores that the Western Front was a complex, multinational struggle marked by evolving strategies, immense pressures on commanders, and profound human costs, which ultimately determined the course of the Great War and cast a long shadow over the 20th century.

Episode 162 is a recording from conversation with my friend, Michael Jerome Plunkett, at Storyline Bookshop in Upper Arlington, Ohio. Michael shares the journey behind his debut novel “Zone Rouge,” (published by Unnamed Press) chronicling his fascination with Verdun, France and the lingering effects of World War I on its people and landscape. We dive deep into Michael's unique approach to writing in present tense and how our life experiences shape the perspectives we bring to the writing process. In this episode: Valuable insights into the realities of publishing a debut novel The importance of supporting local bookstores The power of literature to connect veterans and civilians Trauma, community, and resilience Drawing connections between historical conflict and modern struggles Episode Sponsors: VM Merch Go Pills -- use "VM15" at checkout for 15% off your order. BUBS Naturals -- use "veteranmade" at checkout for 20% off your order. True Made Foods -- use "VET" at checkout for 15% off your order. Ruck Sox -- use "VETERANMADE15" at checkout for 15% off your order. Bravo Actual -- use "Veteran Made" at checkout for 15% off your order. Intro Song composed and produced by Cleod9. SOCIALS: https://www.instagram.com/veteranmade.ck/ https://www.instagram.com/michaeljeromeplunkett/ https://www.instagram.com/storylinebookshop https://www.instagram.com/unnamedpress/

Rui Rodrigues, Retail Council of Canada Executive Advisor

Amanda Lang, CTV News Chief Financial Correspondent.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Le propriétaire du Bistro garage café, sur Hickson près de Wellingtons était en entrevue ici mardi. À cause des travaux qui ont commencé début août et qui rendent la rue impraticable, son restaurant est quasi inaccessible. Le clou dans le cercueil hier : les travailleurs ont bloqué 100% des accès. Les livraisons ne rentrent même plus au restaurant. Si ça continue comme ça, il va devoir fermer. Entrevue avec Céline-Audrey Beauregard, conseillère d'arrondissement pour Champlain et Île-des-soeurs et candidate à la mairie pour l’arrondissement de Verdun pour Projet Montréal. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Un commerçant qui pense au suicide à cause des travaux interminables de la Ville : une candidate à la mairie vient défendre Verdun | Les travaux à l’Hôpital Maisonneuve-Rosemont ont (enfin) commencé | Prières de rues: une militante est outrée de la réaction et des commentaires de certains internautes Dans cet épisode intégral du 5 septembre, en entrevue : Céline-Audrey Beauregard, conseillère d'arrondissement pour Champlain et Île-des-soeurs et candidate à la mairie pour l’arrondissement de Verdun pour Projet Montréal. Dr. Marc Brosseau, pneumologue et intensiviste à l’hôpital Maisonneuve-Rosemont et président du Conseil des médecins, dentistes et pharmaciens de l’hôpital. Mandana Javan, militante politique pour la laicité et pour les droits des femmes, physicienne et Femme d’affaires. Me Annabelle Sheppard, porte-parole du DPCP Une production QUB Septembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

A reminder of the true Gospel. Please click here for the YouTube video.

CJAD 800 political commentator Tom Mulcair can be heard regularly on Montreal Now with Aaron Rand in addition to The Andrew Carter Morning Show, every weekday at 7:40 a.m.

Denis Hamel, strategic advisor at the Conseil du patronat du Quebec Christina Santini, Director of National Affairs at the Canadian Federation of Independent businesses

Charles Burton, former diplomat at Canada’s embassy in Beijing and senior fellow at the think tank Sinopsis

Tech analyst and journalist Carmi Levy can be heard regularly on Montreal Now with Aaron Rand as well as CTV News.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Raphaël Melançon, political analyst for Noovo and CTV Montreal. He is also the president and founder of Trafalgar Strategies.

Emmy and Golden Globe–winning Canadian actor and musician Kiefer Sutherland is best known for his starring role as Jack Bauer in the 24 series. He recently released a line of Canadian whisky, Red Bank Whisky. He spoke to Aaron Rand.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

CJAD 800 legal contributor Chris Dimakos is a lawyer and managing partner at Dimakos Law Group. He can be heard regularly on Montreal Now with Aaron Rand.

Scott Reid, CTV Political Analyst and former advisor to Prime Minister Paul Martin.

Dr. Joe Schwarcz, Host of the Dr. Joe Show, Sundays at 3 PM on CJAD 800 & director of the McGill Office for Science & Society.

Rudy Husny, former advisor in the Harper government and political analyst.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Anthony Housefather, Liberal MP for Mount Royal Image: THE CANADIAN PRESS/Adrian Wyld

Trudie Mason, in for Elias Makos, is joined by Paul Gott, Lead singer and guitarist for Montreal Punk Rock band the Ripcordz and a journalism professor at Concordia and Political analyst Karim Boulos on The Big 5. The Labour vote has split across different political parties… The NDP isn’t the only one supporting worker rights anymore. People are headed to the street today to call for a general election in Quebec. Quebecers are encouraging people to take up two jobs to deal with increased cost of living.

Moshe Lander, senior lecturer in economics at Concordia University.

Taras Grescoe, the author of Straphanger: Saving Our Cities and Ourselves from the Automobile.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Political analyst David Heurtel is a counsel at Fasken with experience in Government and Public Relations, Environment, Climate Change and Immigration. He can be heard regularly on Montreal Now with Aaron Rand.

Ajay Pangarkar, Workforce Performance Strategist and author of “Learning Metrics: How to Measure the Impact of Organizational Learning.

Our guest this time is Kay Thompson. As Kay says in her bio, she is a minister, TV show host, author, Realtor® and business owner. If that isn't enough, she has raised a son and a daughter. Kay grew up, as she says, a military brat. She has lived in a number of places around the world. Like others we have had the pleasure to have as guests, her travels and living in various places and countries has made her curious and given her a broad perspective of life.   After high school she went to college. This life was a bit of a struggle for her, but the day came when she realized that college would be a positive thing for her. She will tell us the story.   After college she and her second husband, her first one died, moved to Atlanta where she has now resided for over 30 years. Kay always has had a strong faith. However, the time came when, as she explains, she actually heard God calling her to go into the ministry. And so, she did.   Kay tells us about how she also has undertaken other endeavors including writing, selling real estate and working as a successful Television host. It goes without saying that Kay Thompson performs daily a number of tasks and has several jobs she accomplishes. I hope you will be inspired by Kays's work. Should you wish to contact Kay, visit her website www.kaythompson.org.     About the Guest:   Kay Thompson is a minister, TV show host, author, Realtor® and business owner. She is the founder of Kay Thompson Ministries International, a kingdom resource for healing, hope and spiritual development. Kay is also the founder of Legacy Venture Group, a consulting and media firm which has helped countless businesses, organizations and individuals to strategically maximize potential. Kay holds a BA in Art History from Rutgers University in Camden, NJ, and an MA in Christian Ministry from Mercer University in Atlanta, GA. She is the former program director of WGUN 1010 in Atlanta and hosted the Kay Thompson TV Show, which aired on WATC-TV 57 in Atlanta. She currently hosts for the Atlanta Live broadcast on TV- 57. Kay is a member of the staff for the Studio Community Fellowship at Trillith Studios in Fayetteville, and is a host for their weekly service. She also serves as a member of the Board of Advisors for the A.D. King Foundation and works with several other non­ profit organizations in the Metro Atlanta area. Kay has lived in Georgia for over thirty years and is a resident of Stockbridge. She has two wonderful children: Anthony (Jasmine) and Chanel; and one grandchild, AJ. Kay enjoys reading, bowling and spending time with her family.   Ways to connect with Kay:   Facebook (Kay Thompson Ministries) https://www.facebook.com/kaythompsonministries Instagram (@kayrthompson) https://www.instagram.com/kayrthompson/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:17 Hi, everyone. I would like to say greetings wherever you happen to be today, we have a wonderful guest today. This is a woman, I would say, of many, many talents. I've been looking forward to this for a while. Kay Thompson is a minister, a TV host. She's an author, she's a realtor, and she's a business owner. My gosh, all of those. I want to find out how she does all those. But anyway, Kay, I want to welcome you to unstoppable mindset. We're really glad that you're here.   Kay Thompson ** 01:54 Well, thank you so much for having me. I appreciate being here, and thank you for contacting me excited.   Michael Hingson ** 02:01 Well, how do you do all those things all at once?   Kay Thompson ** 02:05 Well, you know, definitely can't do them all at once. Oh, okay, well, so have to kind of parse them out each day. And as I get assignments, that's how it goes. And got to prioritize one over the other. You   Michael Hingson ** 02:22 know? Well, we will, we will get to all of those, I am sure, in the course of the next hour or so. But I'm really glad that you're here, and as yet, I've been looking forward to this for a while, and and I'm sure we're going to have a lot of fun. Why don't we start? Maybe you could go back and tell us kind of about the early K growing up. What about you? So people can get to know you?   Kay Thompson ** 02:44 Oh, yeah. So growing up with the daughter of a military father, military officer. As a matter of fact, he rose to the rank of Lieutenant Colonel. So that was interesting. So it was kind of a privileged military life in that sense that, you know, he just was always, he was a very important figure in his time. So that was interesting, walking on the base with him. And, you know, people would stop and salute him, you know, it was, it was, and I was just a little caught, you know, just running alongside him and just real proud, real proud   Michael Hingson ** 03:28 of my father. Did you have any Did you have any siblings?   Kay Thompson ** 03:31 I do? I have two brothers. Yeah, they both lived in Arizona. I was in the middle, so smashed right in the middle between two very muscular, very had a very demanding, commanding, excuse me, commanding presences. So in between the two brothers there, yeah, and then my mother, she was an English teacher, and very, you know, did excellent in her own right. She did a lot of drama, just a lot of teaching. She ended up in her 60s getting her doctorate degree, and, you know, just really excelled in education. And so she was the one that was really big on education. You know, go to school, go to school. Go to school. I don't want to go to school. Well, you need to go to school anyway. So I went to school anyway. That's how I can say my life was. Now, where did you grow up? All over,   Michael Hingson ** 04:32 okay, you did. I was going to ask if you did a lot of travel, since your dad was in the military.   Kay Thompson ** 04:38 Yeah, we certainly did. I was born in Tacoma, Washington. Oh, I don't remember any portion of it, because we were the only there, basically, so I could be born. I feel like, I know that's not the reason. But we went to Washington so I could be born, and then we lived there about a year, and then we moved to New York City. Then. We moved to. Now, by this my brother was already born, because all of us are three years apart. So my brother was born in Verdun, France, okay, and then they moved to, I can't remember where they were before that. I don't know if they went straight to from there to Washington State, and then we moved to New York, and then we went to Aberdeen, Maryland, and that's where my younger brother was born. And then from there, we went to Germany. We stayed there for about three years. From Germany, we went, I can't believe I remember all this. And from Germany, we went to Ohio. We stayed there for a couple of years. And actually we were there when they had that tornado. Was like in the 70s, there was a tornado Zenith Ohio. Well, we weren't far from zenith at the time. So we were there. Then we moved from there to Virginia, and it was there for three years, then to New Jersey, and then that's where my father retired. So we were all over the place.   Michael Hingson ** 06:10 You were, my gosh, well, did you, did you learn any of the foreign languages when you were in Germany and France, or, yeah,   Kay Thompson ** 06:23 in Germany, we could only, I only remember vaguely, you know, hello, thank you to know what it is now off beat is saying goodbye, Danka and bitter, thank you. You're welcome and good, yeah. But tight. But, no, no, we didn't do that at all   Michael Hingson ** 06:47 so, but you, you certainly did a lot and you had a lot of adventures. How do you think that all of that travel affected you as you grew older? What? What did it do that helped shape you?   Kay Thompson ** 07:03 Well, I know that, you know, of course, traveling. You know, you hear the story about kids all the time they travel, and because if they're if they're moving a lot, it's hard to create lasting, long term friendships, because you're just constantly moving. And you know, never mind moving to another city, but when you go to another state, even from another country. Now, I did happen to have a friendship with a young lady. Her name was Audrey, and I met her in Germany, and I was between the age of about three to five. I met her in Germany, and we stayed friends till I was in Virginia. So you're talking from Germany, wow, to Maryland, to Virginia. We were friends until Virginia, but then once I left Virginia and went to New Jersey, and I was there for my part of my middle school and then the rest of my high school, we fell out of touch. So that was one of the things I would say is difficult, you know, just having lifelong friends, yeah, that was, that was probably one of the more difficult things. But one thing on the other side is it made great being that person that was a world traveler. It was great when you're in school and they, you know, they ask you in your classroom, hey, you know, tell us something unique about you. Oh, well, I've been to Germany because my parents, when we were in Germany, they wasted no time traveling. They were always traveling. We were on the road all the time. I mean literally, and you know, they, they were just great world travelers. We went we went to Italy, we went to Spain, we went to France, we went to Switzerland. We went everywhere in Europe that they could get in that Volvo that they had. We had a nice little Volvo, and we would pitch out at, you know, campsites, you know, just any way they could to get where they needed to get, because they wanted to see these sites, and especially because my mother was an English teacher, she did a lot of plays, she directed a lot of plays, a lot of Shakespeare. And so a lot of these places were in these books, in this literature that she taught, and I'm sure that's probably one of the major reasons they did all this traveling, all these places that she had studied about, and, you know, taught about, she actually got to go see now, I must say, the only place I didn't go to that I wanted to go to that for some reason, she took my older brother. She didn't take any, noone else went, but my mother and my older brother. And I can't understand that trip to this day they those two went to. Greece. We didn't know. No one else in the family went to Greece. And I meant to ask, I'm going to, you know, when I finish this interview, I'm going to call my brother and ask him, What, what? What did you and mom go to Greece? You know, because nobody else got to go. But I would have loved to go there as well, but, but at the time, you know, new kid, it was okay. Mom and mom and Chuck are going away. Okay. But now that I think back and look back, maybe it was, I never, I never asked about that, but I'm going to ask, Did   Michael Hingson ** 10:34 it help you, though, develop a sense of adventure and and not create any kind of fear of of traveling around. Did it make you a more curious person? Because you got to go to so many places? Oh, I asked that in the on the basis of as you grew older and thought about it.   Kay Thompson ** 10:52 Oh, yeah, I'm a very curious person, curious person, and at times that can be a little nosy, right? And so, yeah, so that, to me, was, I think, one of the ways that built expanded my mind in terms of wanting to know about people and about things, because I've worked in public relations for many years, and so just being able to understand the perspective of other people from different cultures and different mindsets, being open to people from different cultures, different races, different religions, wanting to hear their point of view, interested in you know how they feel about things, because you can have a subject, or You can have something come up, and you have so many different perspectives from people. And you can see the very same thing, they can be shown the very same thing, but one person sees it from their lens, you know, from where you know, yeah, whether it's how they grew up or their external influences, and then someone could see the very same thing, and it interpret it totally different. Yeah. So   Michael Hingson ** 12:08 one of the one of the things that I've noticed in talking to a number of people who came from military families and and others as well, who did do a fair amount of travel to various countries and so on. They do tend to be more curious, and I think that's a very positive thing. They they have a broader outlook on so many things, and they tend to be more curious and want to learn more and wish that more people could have the same experiences that they had.   Kay Thompson ** 12:40 Yeah. I mean, not afraid to try new things too, for things that other people would would not like. I remember in Germany being very young, being fed octopus and snail. You know, these delicacies over there in Germany, I remember that at this my where my father was stationed, in Germany. The street, it was in like a court area. It felt like a court area, big apartments set up in a U shape, and then right across in a U shape in the in the middle of a field, like an open space, not a field, but an open space. And then right outside of that open space, we could jump out of that open space right into a busy street called Roma Strasse, and right on the other side of that busy street was Old Town, Germany, literally stepping there were no fences and no bars and no gates. We're stepping straight from our backyard into Germany, because the base was more Americanized. So you really felt Americanized on the base. But once you stepped into Germany, the houses were these. You know, cobble it was cobblestone streets. And I remember me and my brothers used to walk out of our backyard, that big open area, and go across the street into Germany and get the authentic gummy bears. That was our weekly trip. And these gummy bears, I'm telling you now, for gummy bear enthusiasts out there, the gummy bears in Germany looked nothing like these gummy bears that we see here. They were huge. They were the cutest little bears. I almost felt guilty eating them, but we just had a great time. I remember great memories from our exploits, our visits, the life was different. You know, toilet paper was harder. I just remember now that was years ago. I don't know what it's like now, but   Michael Hingson ** 14:49 yeah, but does the gummy bears taste better?   Kay Thompson ** 14:53 Well, now I can't remember, because then, when you're a kid, any candy, you know, if you say candy, I say, yeah. Much, you know. So when I was that young, I couldn't tell, but they probably did, you know. But then again, for those people that like because I don't drink, but the beer there is much darker, too. So some people don't like that. So better to them. You know, could be, you know, we don't like it to us. So   Michael Hingson ** 15:25 I've never been to China, but I've been to Japan twice, and there's a food in China called dim sum. Are you familiar with dim sum? Okay, I'll tell you dim sum in Japan is I and I think better. It's different and tastes better than dim sum in the United States. Now I have to go to China one of these days and try it. Yeah.   Kay Thompson ** 15:48 Well, if you ever go to the buffets, have you ever gone to the Yeah? Yeah. Okay, so if you notice the people that work there, they do not eat the food that the buffet. Yeah, they so one day I'm going to do this too. I'm like, hey, you know, can I have some of which   Michael Hingson ** 16:09 you guys eat? Yeah, yeah, yeah, well, yeah, but it is, it is interesting. It's fun to to investigate and explore. And I haven't traveled around the world much. I have as a speaker, had some opportunities to travel, but I think my curiosity came from being a blind person who was encouraged by my parents to explore, and the result was that I did a lot of exploring, just even in our house around our neighborhood. And of course, when the internet came along, and I still believe this is true, it is a treasure trove of just wonderful places to go visit. And yeah, I know there's the dark web and all that, but I ignore that. Besides that, probably the dark web is inaccessible, and maybe someday somebody will sue all the people who have sites on the dark web because they're not accessible. But nevertheless, the internet is just a treasure trove of interesting places to visit in so many ways. Yeah,   Kay Thompson ** 17:17 and then a virtual reality. So one of the places that I wanted to go to was, I've always wanted to go to Egypt. I haven't had an opportunity yet, and personally, right now, don't know how you know how good an idea that is right now. Yeah, but I went to a recent VR exploration of the pyramids in Egypt. And I'm telling you, if that was how it seemed, it's definitely was a way to help me to, you know, live it out, so to speak. Because there's, like, for instance, there's a place in Florida called the Holy Land, the Holy Land, you know, the whole just like a theme park. And they say it looks, you know, there are areas where it looks just like Israel, parts of Israel. So, you know, in that respect, I've been able to realize some portion of the dream. But yeah, I have been love to get there.   Michael Hingson ** 18:16 I have been to Israel, and I enjoy happy. I was in Israel two years ago. Oh, well, so what did you do after high school?   Kay Thompson ** 18:30 Oh, after high school, interesting. So remember when I was telling you about the school thing? So I was in and out of school. I went to I started college in New Jersey. Where did you I went to Rutgers University. Rutgers, yeah, well, first I started in New Brunswick. Then I came back because we lived closer to Camden. We lived we lived in New Jersey, closer to Philadelphia. Philadelphia was about 20 minutes away.   Michael Hingson ** 18:57 Mm, okay, I lived in, I lived in Westfield, New Jersey. So we were out route 22 from New York, about 15 miles. So we were in the north central part of the state, okay, South North part, or whatever, of the state.   Kay Thompson ** 19:11 Okay, okay, yeah. Well, yeah. First it was in New Brunswick. I was there. And then after I did that, I went for about a semester, and then I transferred over to Hampton University, because both my parents went to Hampton, so I said Hampton didn't stay there, and then I ended up coming back and going to Rutgers in Camden, and there I completed my degree. Took me eight years to complete it. What   Michael Hingson ** 19:42 did you get your degree in?   Kay Thompson ** 19:43 I got my degree in art history and sculpture. So, okay, yeah, and I love what I did. I you know, I had a museum work. Loved working in a museum, and could tell you about all the i. You know, the art, the sculpture, just loved it. But it took me a minute to get that then. And then, after that, I went to, I moved to Atlanta in 92 the end of 92 so after high school, you know, just a lot of challenges, just trying to figure out who I was and what did you do. You know, how I wished I would have, now, looking back on it, I wish I would have, maybe when I got out of high school, just taking some time off first. And because in my heart, I knew I, I knew I, I knew I didn't want to go to school, but I knew I needed to go. I knew there was something in me that said, you you need to go to school. But mentally, I don't think I was mentally prepared for it, for for the you know, because when you get out of high school, and you go into college, it's a unless you take AP courses in high school, you're not prepared for the amount of work you're going to get inundated with. And it was just overwhelming to me. It took all my time. I felt like I was that person. I had to keep reading things over and over again just to get it, I used to have to, not only did I take, you know, what friend of mine calls copious notes, but then I also had to put it over in index cards. And you know, it just took me a long time because my heart wasn't in it at the time. So I ended up meeting a gentleman, my first husband. We were married, we had a son, and then, but he passed away, I think, when my son was about three, and then that's when, okay, okay. Now, you know you now, now, now. I wanted to go. Now I wanted to finish. So it was   Michael Hingson ** 22:00 your it was your husband that passed away. Yes, yeah, okay, yeah, all right, so then you decided you really needed to to do school.   Kay Thompson ** 22:12 Yeah, I needed to complete it. So that's what pushed me to complete it, leaving   Michael Hingson ** 22:17 the major aside of sculpture and art and his art history and so on. If you were to summarize it, what did college teach you?   Kay Thompson ** 22:30 Oh, that's a great question. What did college teach me? Well, you know, it taught me that, you know, I think we just need to, well, you need to know how to focus. It's really was a disciplining moment in my life. I was an Army brat. You know this bottom line, I was an Army brat even though I felt like I didn't get a whole lot of things that I wanted. In reality, I had a, like a kind of a spoiled mentality. And when I got to college, I realized that this stuff is not going to be handed to me, you know, you're not going to be handed an a you know, I'm not going to do your studying for you, you know. And so helping me to kind of detach from things I had just depended on for so long. But in that transition, it became very lonely. College was very lonely. I mean, even when I left, because I got out of when I first went to Rutgers and cam in New Brunswick, right out of high school. I had, I was at the dorm, and I wasn't ready for a dorm. I wasn't ready for that life because, you know, I left almost before the semester was over and I had to go and make up the classes. And, you know, thankfully, they allowed me to make up some of my you know, majority well. As a matter of fact, they let me make them all up, but I still had to put in the work. And that was my thing, putting in the work, putting in the work and doing things that I didn't necessarily like. Because even though I liked art and I like sculpture and all that. There were other classes that I had to take, like humanities and algebra, you know, and history, you know, not not art history, but you know, American history, European history, and all these different other subjects, these other prerequisites or curriculum that you have to take. And I didn't always enjoy those and other I don't want to do that, but no, you actually have to do it. So I'm going to say that college really helped me learn about disciplining myself to do things that I don't necessarily like, but they are required of me,   Michael Hingson ** 24:58 and I. But I would tell you, if you asked me the same question, that would be my answer. It really taught me a lot about discipline. It taught me also to realize that I really did like inappropriately so adventure and exploration and being curious and so on. I also found that my best college courses were the ones, no matter what the subject was or whether I really enjoyed it or not, were the ones where I had good teachers who really could teach and who were concerned about students and interacting with students, rather than just giving you assignments, because they then wanted to go off and do their thing. But I liked good teachers, and I went to the University of California at Irvine, and had, very fortunately, a lot of good teachers who encouraged discipline and being able to function in unexpected ways and and they also pointed out how to recognize like if you're doing something right, like in physics, when my Masters is in physics, one of the First things that one of my professors said is, if you've got to get the right answer, but the right answer isn't just getting the right numbers, like if you are trying to compute acceleration, which we know is 16 feet per second squared, or 9.8 meters per second squared. That's not right. Anyway, 3232 feet per second, or 9.8 meters per second, it isn't enough to get the 32 feet or or the 9.8 meters. You've got to get meters per second squared. Because that never mind why it is, but that is, that is the physics term for acceleration, so it isn't enough to get the numbers, which is another way of saying that they taught me to really pay attention to the details. Yeah, which was cool. And I'm hearing from you sort of the same thing, which is great, but, but then you went to college, and you majored in what you did, and so did you work in the museum part of the time while you were in college?   Kay Thompson ** 27:31 Well, what happened is, I had an art history teacher who just took a, I guess, a liking to me, because I was very enthusiastic about what I did, because I love what I did. And I had a writing background, because I had a mother who was an English teacher. So all my life, I was constantly being edited. So I came in with pretty good grammar and pretty good way to I had a writing I had a talent for writing in a way that the academic were looking for, that art history kind of so I knew how to write that way, and she hired me to help her. She was a professor that did, you know, lectures, and she hired me, paid me out of her own salary, kind of like a work study. And so I worked for her about 20 hours a week, just filing slides and, you know, helping her with whatever she needed, because she was the chair of the department. So that was a great opportunity. I was able to work with her and and maybe feel good to know if somebody thought, you know enough of you know what I did to to hire me, and feel like I I could contribute, and that I was trusted to be able to handle some of these things. I mean, you know, and I don't know how difficult it is to file slides, but you know, when it teacher wants to do a lecture, and back then they were these little, small, little, you know, square slides. Square slides drop into the projector, right? And she's looking for, you know, the temple of Nike. You know, she wants to find it in order. You know, you pull that slide and you put it in your projector, right, carousel, right, yes, yes. So that's what I did, and it was great. I loved it. I learned college. I loved I loved the college atmosphere. I loved being in that vein, and I think I really found my niche when I was when I went to Rutgers in Camden.   Michael Hingson ** 29:48 Well, there's a history lesson sports fans, because now, of course, it's all PowerPoint. But back then, as Kay is describing it, when you wanted to project things you had. Slides. So they were pictures, they were films, and they were all these little squares, maybe two inches square, and you put them in a carousel, and you put them in the projector, and every time you push the button, it would go to the next slide, or you could go back the other way. So PowerPoint is only making it a little bit more electronic, but the same concept is still there. So there, there I dealt with slides. So after college, you, you did time at the university, at the museum, I gather,   Kay Thompson ** 30:31 okay. So what happened with the museum after I graduated from college, immediately I moved to New Jersey, yeah, you know, right? I'm gonna say probably about six months, six months to a year before college, is when my first husband died, and then after I graduated, um, I moved to New Jersey first. Where did you graduate from? Again, Rutgers University in Camden. Okay, so   Michael Hingson ** 30:59 that's New Jersey so you, but after college, you moved,   Kay Thompson ** 31:03 I moved to Georgia, Georgia that   Michael Hingson ** 31:06 that makes more sense. Okay, okay,   Kay Thompson ** 31:08 okay, sorry, yeah, so I moved to Georgia, and immediately, when we came to Georgia, you know my I came with a gentleman who I married shortly after, I moved to Georgia and we opened a art gallery. We were entrepreneurs. We came because, you know, there was, we felt like there was more opportunity in Georgia for small business owners, or would be potential small business owners, or people who wanted to realize their dream. And we know that in Georgia now, I don't know if you know this, but Georgia is a great place for entrepreneurs, so definitely better than where I was at the time. So we packed the U haul and just threw everything in there and came to Atlanta. Now my the gentleman who would be my husband. So I just say my husband now, then he, he had a sister here, so we visited first with her, and that's how we got to really see the scene, check out the scene, and then we came back and moved and found our own place and everything like that. So but when we came, I opened it, I had an art gallery for about a year or so, little bit longer and but that didn't work out. Didn't, you know, just, you know, some things you tried. Just yeah, just didn't work. But then my husband and now just FYI for you, this person, the second person, I married, the second man. He passed away too, but that was in 2008 but so he's my late husband too. So I have two, two husbands that passed away. One was the first one was much younger, and my second husband. We were married for 16 years. This is early on in our relationship. We he he opened a brass outlet, a just all kinds of beautiful black brass vases and animals and just anything brass you wanted. But also, after I shut down the museum I had or the gallery, it was an art gallery, I moved my pieces into his brass outlet, and there I was able to kind of display them and sell them. We had pieces that range from, you know, $25 to $500 so we I found a little space there that I could do my work. So it was a nice little coupling.   Michael Hingson ** 33:43 Yeah, I'm with you. Uh huh. So so you, you have obviously moved on from from doing a lot of that, because now you have other endeavors, as we mentioned at the beginning, being a minister, an entrepreneur, an author and so on. So how did you transition from just doing art to doing some of the things that you do today?   Kay Thompson ** 34:18 Okay, so what happened is when I came to and I guess this is the really, deeply more personal aspect of it all, when, when I came to Atlanta again, my my first husband had passed away. He committed suicide. Yeah, so when I came to Atlanta, my second husband and I were not yet married, and all I knew is that I wanted the relationship not to be the way the first one was, in a sense of. I I didn't want to go through that specific kind of trauma again and and not that the the two gentlemen were similar. They were very different people. My second husband was a very confident, very strong willed, you know, type of a person, but the trauma and my first husband, he had his own strength in, you know, but there's something that happens when you decide, you know, to end your life. Yeah, I wanted to make sure that I had some sort of support, divine support, because the going through something like that, and when I say something like that, not only am I talking about the suicide, but the fact that he was On we were on the phone together when this happened, so and then just dealing with everything that happened around it, you can imagine someone feeling a little bit insecure, unsure. So I really began to seek God for that relationship that I know would sustain me. I had grown up, you know, my parents grew up, they brought us to church. You know, I wouldn't say my parents were they weren't ministers, but they were active in whatever church they went to, and they made sure that we went to church every Sunday, even the Vacation Bible School. I can remember that in New Jersey, I remember, you know, them just being a very, very involved. My my parents. My mother was a singer, so she sang a lot in the choir, lot of solos. My father was a deacon. They both became elders, and elders, meaning they were just senior members of ministry. Because elder in the I'm in a non denominational ministry now, but elder is another way of saying a ordained male Minister their particular denomination, an elder was, you know, almost you might want to say like a trustee, so, but they were root, they they were they were integral to their church, And they were really foundational members. And so I just remember that impact on my life, and so I needed to make sure I had that grounding, and I knew I didn't have it because I was doing any and everything I wanted to do. You know, one of the reasons my my second husband, said, You know, he, I was the one for him, is because we had a drinking competition and I beat him, you know, we were taking shots, and I beat him. And so, you know that that was something that, you know, he said, Oh, you're, you know, girl, you're the one for me. And so that was our life, running, you know, we did a lot of. We entertained. We, you know, we did a lot of partying, as you say, a lot of having a great time. We were living our best life, right? So I knew I wasn't living a life that I could tell, Hey, God, see my life, Aren't you proud? It wasn't that life I was living. I wasn't, you know, doing biblical things. I wasn't living life, right? So I needed to make sure when I came to New Jersey, I mean, when I came to Atlanta from New Jersey with this gentleman that I had not yet married, I said, Lord, you know, help me make the right decision. And I'd say we could be moved to to Georgia in it's something like January, February. Okay, we got married about two months later, and then a month after that, I was pregnant with my daughter. So things being that, it happened very fast. But one thing about it is, of course, when you're pregnant, as a woman, you know, you can't do this. I couldn't do the things that I was doing before, right? The partying, smoking, the drinking, all of that, you know, for the sake of the child. You know, you just can't do it. So I went through a terrible withdrawal. Yeah, it was, it was pretty bad and and the only refuge I had was the church. So that's how I really got into the church. And once I got into the church, I had, I had been in the church before I had made a decision. Decision when I was about, I'm going to say about five, five or six years prior to that, I had given my life to the Lord. I had, you know, come into a relationship with the Lord, but life happened, and I got out of it. You know, I quickly kind of got out of it. And so for many years, I was just doing my own thing. So again, when, when, when we came to Georgia, I got pregnant, got married, going through with the withdrawals. I just, you know, I just went back into the church, uh, rekindled that relationship. Or, or the Bible says that he, he, he's with loving kindness. Has he drawn you? So he really drew me back based on my need. And so I came back to the church and got really, really involved in ministry. And as I got involved, I just kind of threw myself into it, because I could not do the previous things I did. And then even after I had my my second child, it's a daughter, so I have a son and a daughter, I had to live a life that was good for   Michael Hingson ** 41:05 them. And what did your husband think of all that?   Kay Thompson ** 41:09 Oh, yeah. Well, first he thought I had joined a cult. Okay, yeah, that's so that was his first impression. So he came to the church because he wanted to see who these cult members were that were drawing away his wife. And when he came, he got kind of hooked to the church, yeah? But our our faith was never at the same level. You know? He came because of me. I came because of of God, right? And I don't know if he ever really, I don't think he ever really got to that level that I did, where I was just gung ho. Everything was, you know, I was a Jesus girl. I was a holy roller, you know. And he did it for us. He did it for, you know, task sake, because he was a task oriented person. But he came, he came to be a very like my parents. He came to be very important part of the church. He was a deacon. He was faithful. He loved our leaders. He served with faith and integrity. But when it came to that, you know, deep seated personal relationship with God, where you know God, I just give you everything you know that that was mine. That was what I did. So we differed in that respect, yeah,   Michael Hingson ** 42:35 well, well, hopefully though, in in the long run, you said he's passed. I assume it was not a suicide.   Kay Thompson ** 42:45 No, no,   Michael Hingson ** 42:46 Ben that he is. He is moving on in that faith. So that's a hopeful   Kay Thompson ** 42:53 thing. Yeah, I believe he is. He had congestive heart failure and he passed away. And, yeah, I believe he he's now at rest, enjoying his rest. Yes, there   Michael Hingson ** 43:06 you go. So when did he pass in 2008 Okay, so that was 17 years ago. Okay, yep, well, so you were very involved in the church. And I suppose in some senses, it's probably a question that is reasonably obvious, but then I'll still ask, how did you get into the ministry from being very heavily involved in church, and when did that happen?   Kay Thompson ** 43:38 Okay, so one day our church. You know, the churches we have depending on, I guess, your faith or leaders do in the beginning of each year, we have a 21 day consecration, which we do in January, throughout the month of January. You know they might say, okay, 21 for 21 days. Read these scriptures, and we're going to fast from, you know, sweets, meats, or, you know, whatever the directive is. And so we was in a 21 day fast, and that was at my home one day. It was in the middle of the night, and I distinctly heard a call to preach. And that's really how the it all began. I mean, I knew, you know, the Bible says that, you know, even with Jeremiah and Jeremiah one, he says, Before the foundation, you know, before your mother and your father, you know, were together, I have already called you. I already ordained you. So I heard this call to preach, very distinct call, and at that point, I told my pastor, and from that point, I was kind of groomed, and as time went on, I was given more responsibility. Uh, you know, praying, or every now and then, preaching, doing Bible study. The next thing I know, I took my licensing exam, I was licensed, and then after that, I went through ordination, and I was ordained, and that's how it really began. And it was something I really took to heart, because I didn't want to disappoint God again. I didn't want to backslide again. Because, you know, I strongly believed in the faith, and I believe in the faith, and I believe in the power of Jesus, and I didn't want to be that person that Okay. Today I'm going to be faithful to the God and to His Word. But then, you know, then on the next day, you know, you're finding me, you know, yeah, in the liquor store, or, you know, this, doing this, or, you know, in the club. I didn't want to be that person. Yeah, I was, I was sincere, and I was very gung ho, and I wanted to live out this life. I wanted to see what the calling was going to be in my life. And I loved ministry. I loved the word, because I was already an art historian. So I loved history. And so the Bible is all you know, it's something history. It's history. Yeah, it's relevant. History to me, it's alive and active, sure. So it was perfect. It was a perfect pairing for me, and that that's really been my pursuit many these years.   Michael Hingson ** 46:37 So when did you become a minister?   Kay Thompson ** 46:41 Actually, when I, when I was telling you about that fast and when I heard the word preach, essentially when I heard that word preach between me and God, that was when I became a minister. Time wise. When was that time wise? Okay, that was probably 94 Okay. I Yeah, all right.   Michael Hingson ** 47:00 So you were, you were clearly a preacher during a lot of the time with your your second husband, and so on, and, and I am so glad that he at least did explore and and and learn so much. So that's a that's a cool thing. But you've also done some other things. You deal with real estate, you're a TV show host, you're an author and well, business owner, yeah, but I want to, I want to learn more about some of those. But what kind of challenges have you faced in the ministry?   Kay Thompson ** 47:42 Yeah. I would say some of the challenges are, you know, when you're in ministry, you have to preach or get yourself prepared for going before the people. It can be a very lonely lifestyle, yeah, yeah, even, even if you're married, even if you have children, it could still be a lonely and and demanding in its own right, because there is a mandate over your life to live and not according to what you see trending now. And, you know, when I, when I first got started in ministry there, the Internet was not the way it is now. No, no, definitely. Because, I mean, it was in 2000 that I got ordained. And I'm going to say the ministry had been, you know, it was just really starting to, I don't know you guess, she said, make waves. That's when all of the big evangelists were coming out, like, you know, the TD Jakes, the Paula white and the Benny Hinn and the Juanita Biden. That is around that time when those generation of preachers were really at the forefront, correct, low dollar and, you know, Bishop, Carlton, Pearson and Rod Parsley and all these, these names. That's when it really began to really pick up steam. And so that was the error that I started off in. And you wanted to be a person. You wanted to be relevant, but at the same token, you just trying to find that balance between family and ministry and and regular life. You know, can sometimes be really challenging, and I had to learn a lot about the order of things. You know, first it's God, then it's family, and then it's ministry. That's the order. But a lot of times we mix up God and ministry. So what we think is, you know, and. Aspect of things that we think that are God, that are actually ministry, and they supersede your family. That's where you know you can really run into some trouble. So that balance between those different aspects of my life, it was difficult, and then as a person who had a a more a prophetic, a revelatory call. On top of that, God is showing you things about people, about, you know, situations that you don't necessarily ask to know about, you know. And the Bible says, you know, with much knowledge can often come sorrow, you know. And that's when you begin to see God really unveiling and revealing things about people and about yourself. Because you have to be able to, you have to be able to look at yourself and not get too self righteous, right? If God is showing you these things. But in the same token, you don't want to, you know, you say, Okay, God, you're showing me this. What do you want me to do with this? And you know, somebody else might say, Okay, you need to go tell that person what God showed you. You know, I saw you doing this. You better stop, you know, doing this. And then, you know, so busy pointing the finger. Yeah, but you have to remember, you know, and it's, it may be cliches, but you've got three pointing back at you. And so there is, you know, you you've gotta be able to stay humble and yet still balance your family and still, you know, uh, not think yourself to be more than what you are, and yet realize that God has called you to do more in ministry than the average person. So yeah, it can be challenging, but I wouldn't change it for anything.   Michael Hingson ** 51:55 It can be a challenge, but at the same time, you clearly were called to do it, and you work at keeping perspective, and I think that's the important thing, which goes back to college, which helped you learn a lot of discipline, and you get to use that discipline in a different way, perhaps, than you right, you figured out in college. But discipline is discipline, yeah. Well, how did you then get into something like the media and start being a TV show host and those kinds of things?   Kay Thompson ** 52:26 Yeah, so I have a wonderful, wonderful pastor who really takes time to work with their their members and find out what your gifts are, what your talents are, and use them. And so I So, let's just say so I was an artist. Okay, bottom line, I was a sculptor, painter, award winning painter, by the way. Let me just tell you now, you know the first or second painting I did, I entered it into a contest at the college, and I won an award, so I had a gift for this design, but in my time we were transitioning to graphic design, graphic design became the big thing, and I never had if I had the aptitude to do computer science, which, bless his soul, my beautiful son is a computer scientist, right, you know, but that gene, this, that gene, skip right on over me. I was not the math person, and when you said physicist, I said, Hmm, that that, you know, that gene just, just totally went around me,   Michael Hingson ** 53:41 yeah, so you don't know anything about 32 feet per second squared anyway, no,   Kay Thompson ** 53:45 I'm about to say, I trust you, whatever you say, you know, and it's the funny thing is, my father was a mathematician, my older brother was a chemical engineer, and Me, you know that I struggle just to pass geometry. Okay, so no, I was the artsy person.   Michael Hingson ** 54:07 Um, that's fine, but I was, yeah. How'd that get you to the media?   Kay Thompson ** 54:12 Yeah, so I was going to say, so, the combination what happened is my pastor knew a pastor who was looking for a part time job, looking for someone to have a part time job, because he had a he had his own publishing company in his house. He at the time he was he published a book that we talked about church growth. And this was at the time when the Purpose Driven Life, The Purpose Driven Life was a purpose driven church came out. It was a huge success. And he the same thing happened with him here in Atlanta, but no publishing company wanted to take. Make his story, because that's the, you know, the whole the society was inundated with this purpose driven church, you know, it was already written about. It was already done. They didn't want his story. So he decided to create his own publishing company, and it was in the basement of his mansion, and he was looking for someone to be the secretary. So I came in that I was, it was a friend of a friend of friend. They hired me, and I started working for him as a as a secretary. And then they would bring these books over, and he would, you know, send them out to be edited, and then bring them back. And then I would have to mail it out to the to the printer and one of the books one day, and I saw it, and I noticed there were still typos in it. I said, Sir, there's still typos in your book. Oh, really, yeah. And he had already paid this person $1,000 so I went back through it, found all these typos, and that's how I got into publishing, publishing my own books and and everything like that. But then one day, my pastor said, Hey, Kay, why don't you do a radio show? I was like, okay, sure, right, because I had met so many people in ministry from doing their books. So I called the radio station, the local am station, and I said, Hey, how much does it cost to do a show, blah, blah, blah, blah. And I was sponsored by my pastor and some other people, and I started a 30 minute show every week. It was called personalities, profiles and perspectives, the three teams, and I would interview people, gospel artists, pastors, you know, just politicians, you know, just people. I would reach out to them. Next thing I know, I got hired by a station in another station in Atlanta. It was called wg, I don't know if you remember, well, you, you probably don't, because you're not from Atlanta, right? But it was W G, U N, 10:10am, in Atlanta, the biggest am station aside from WSB radio, which is WSB 750 the major news network, right? WGN, 1010. Was a huge station, and I got hired by them. I was a DJ. It was a gospel station, and I ended up being the program director, and did a lot of, you know, voiceovers. I did shows, I did production. That's how I got into radio. And I loved it. I loved radio. I loved anything to do with media. It was just I knew it. I got bit with the bug when they opened up that hot mic. That was it. I was in my element. So that's how I got into radio. And then you went to TV. And then I went to TV, yeah, went to TV. Well, what happened is, I was writing books, and there is a station here in Atlanta, W ATC TV 57 and they interview people all over, actually, all over the country. You can come from wherever we know, we've had big names, you know, all kinds of people and local people. And that's one thing about it, is that local people in ministry could go there. They could sing, if they were music artists, they could, you know, talk about their books, talk about their ministry. And so I went on and talked about my book, and next thing I know, I got called in to be a host, and so I've been hosting now for about five years. Wow. You know, on and off. You know, the the show has different hosts each, and I do a couple of times a month. Okay, I'll actually be on there shortly, again in a few days. So   Michael Hingson ** 58:57 tell us about your books. You've mentioned books several times. Did you publish your own books? Okay, so tell us about your books.   Kay Thompson ** 59:06 So yeah, the first four books, well, I've done I've had four books which were on prophecy. The the main title is prophecy in the 21st Century. And then I did four different volumes. The first one was the role of prophecy in the new millennium. And basically that one was written in, I'm going to say around 2012 somewhere about 2012 and it talks about the relevance of prophecy with regard to the millennial generation, and how this you can help steer direct and go alongside millennial mindset, millennial and many millennial aspects of this generation. And then the second book was also the set under the same volume, the same name. Prophecy in the 21st Century, the role of and the second the first one is the role of prophecy in the new millennium. The second one was prophetic healing. And prophetic healing talks about prophecy and healing in the Bible and how prophetic people who operate in the prophetic can help bring forth, healing, societal, healing, relational, healing, physical, healing, financial. And then the third one was about prophetic women. And these are women in the Bible that had a prophetic calling, not necessarily called a prophetess, but display those characteristics of women that operate in Revelation and that sort of gift. And then the fourth one was called the leadership mandate, and it talks about leader and how leaders navigate in the prophetic arena and the characteristics that people ought to have, and leaders in the Bible that also operated in that revelation or that. And then the last book I wrote was called the 30 names, or not the but 30 Names of God, because there are so many more names that God is known by. But I chose 30 names that really stood out to me as what God has called. You know Jehovah Gabor. You know the warrior one fights for us. You know Jehovah Jireh, of course, we know that's our provider. Mm, hmm, Jehovah Rapha, our healer. So I found 30 names that really stood out to me, and I spoke about those in that book. So those are the books that I have, and then I've got another book that will be coming out within the next year, and and it is about healing. So those are my books, and I've published those books. And not only do I, I didn't start off publishing my own books. I started off publishing for other people, right? Because the more I worked in that field, the more I found that I could do better financially if I did it myself. Yeah, so and I, and I, one thing about it is that as a result of being an artist, that the graphic design, computer graphics, came really easy to me, I'll bet. So, yeah, so someone could hand me a manuscript. I had the editing skills right for my mother. So I could edit your book. I could create the design. I could format it. I You. Hand me your manuscript, I hand you back your finished product. So for me, you know, the cheapest person that you know, I pay the least amount because so I can publish as many books as I could write, probably, you know, but that's how I really got started doing that, and then I began to do it for other people, other leaders, other pastors, friends, you know, just people that want that service. I provide that service. And so that's how that really got started.   Michael Hingson ** 1:03:12 Now we don't have a lot of time, but I just curious. You also do something in real estate.   Kay Thompson ** 1:03:19 I do, yeah, I I got my license in 2005 and maybe one year, maybe one year, and then I got out of it right away. Life happened, and then I came back in 2022, and began to did it full time. And so I love it. I love real estate. Right now I'm in residential, but I do some commercial, and the ultimate goal is to do mostly commercial and to have a space. The goal for commercial is to really help others entrepreneurs who are interested in having businesses offline, giving them an opportunity to have a space that is little to nothing, and that's one of the ways that I really want to give back, is to be able to offer that opportunity for people out there to help others to achieve that same goal. And so I believe in entrepreneur. I've been an entrepreneur for 17 years now. So, yeah, have a heart for that. So I want to see other people get through that challenge and be successful. So, and I know it takes money,   Michael Hingson ** 1:04:37 but in real estate helps.   Kay Thompson ** 1:04:39 It definitely helps. Yeah? Well, real estate is constantly going up, you know, even if the market is down and even if finances are down, real estate is something that is immovable,   Michael Hingson ** 1:04:52 so go back up.   Speaker 1 ** 1:04:54 Yeah, yeah, for sure, and   Michael Hingson ** 1:04:57 you clearly enjoy everything that you're. Doing, which is the important thing, yes, I have that is that is really cool, and I am so glad that we had a chance to talk about all this, needless to say, and I want to thank you for being on unstoppable mindset. Clearly, you have an unstoppable mindset, and you exhibited in so many ways. So I really want to thank you, but I also want to thank all of you for listening out there, wherever you happen to be, if you'd like to reach out to KK, how can people find you?   Kay Thompson ** 1:05:31 They can go to my website. It is my name, K Thompson, dot, O, R, G, all my books are there? Contact information, some of my podcasts. You can watch some of Atlanta live the videos of the shows. It's all on my website,   Michael Hingson ** 1:05:49 all right, and that's in in the notes and so on. So, k, a, y, T, H, O, M, P, S O, n.org, correct. So hope that you'll all go there and and check Kay out and and communicate with her. I'm sure that she would love, and I would love to know what you think and get your thoughts about today. So please feel free to email me at Michael, H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I B, e.com, wherever you're observing our podcast today, please give us a five star rating. We value very highly your reviews, and we, of course, love them most when you give us a five star review. So please do that. And Kay, for you and for everyone who is out there today, if you know anyone else who ought to be on unstoppable mindset, I would really appreciate it if you'd introduce us and we will bring them on the podcast, because we're always looking for people who have stories to tell about their lives and being unstoppable. So please don't hesitate to let us know. You can also go to our podcast page, which is Michael hingson, M, I, C, H, A, E, L, H, I N, G, s o n.com/podcast, so we'd love you to do that as well. But again, really appreciate all you being out there and listening to us and and I'm sure you you like, like, I have gotten some wonderful things out of talking with case. Okay, once again, I want to thank you for being here. This has been absolutely wonderful.   Kay Thompson ** 1:07:22 Well, thank you. I really enjoyed it. I appreciate you asking me to be here and just so glad to be able to share with you today your audience. Really appreciate it.   Michael Hingson ** 1:07:37 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

CJAD 800 political commentator Tom Mulcair can be heard regularly on Montreal Now with Aaron Rand in addition to The Andrew Carter Morning Show, every weekday at 7:40 a.m.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Stephen Brown, President of the National Council of Muslim Canadians and Henry Topaz, regional director for B’nai Brith Quebec and Atlantic Canada.

Raphaël Melançon, a political analyst for Noovo and CTV Montreal. He is also the president and founder of Trafalgar Strategies.

Political commentator James Mennie is a reporter, columnist and editor at the Montreal Gazette. He can be heard weekdays at 4:05 p.m. on Montreal Now with Aaron Rand.

Sarah Bensadoun, spokesperson for the Ministère des Transports et de la Mobilité durable and Mobilité Montréal Philippe Sabourin, City of Montreal spokesperson.

Evan Solomon, Minister of Artificial Intelligence and Digital Innovation.

Cape Breton's Ray and Jean Mackay recently celebrated 75 years of marriage. They spoke to Aaron Rand.

Tech analyst and journalist Carmi Levy can be heard regularly on Montreal Now with Aaron Rand as well as CTV News.

What if renovating a duplex required a political campaign?   In this episode, I share the behind-the-scenes story of one of our current projects in Verdun, Montreal—a simple plan to convert a rundown duplex with commercial space into five residential units and office space. But what should have been a straightforward redevelopment turned into a complex process involving CCU approval, neighborhood outreach, and the looming threat of a referendum.   I talk about the unexpected pushback from anti-gentrification groups, how city funding can unintentionally stall development, and why small infill projects often face the same red tape as high-rise towers. From door-to-door pamphlet campaigns to confusing city messaging, I break down the frustrating realities of trying to build something positive in a highly regulated environment.   Tune in to hear why persistence, planning, and community understanding are essential for today's urban developers—and why we keep pushing forward despite the obstacles.   —   Tired of spreadsheets and admin headaches in your rental business?   If you're a real estate investor looking to simplify operations and grow your portfolio, Kompas is your new best friend. This all-in-one property management and accounting software helps you automate the tedious stuff—like receivables, renewals, and leasing—so you can focus on creating value.   Boost your cash flow, improve your NOI, cut down back-office work, and scale with confidence.  

Charles de Gaulle is one of the greatest figures of twentieth century history. If Sir Winston Churchill was (in the words of Harold Macmillan) the "greatest Englishman In history", then Charles de Gaulle was without a doubt, the greatest Frenchman since Napoleon Bonaparte. Why so? In the early summer of 1940, when France was overrun by German troops, one junior general who had fought in the trenches in Verdun refused to accept defeat. He fled to London, where he took to the radio to address his compatriots back home. “Whatever happens,” he said, “the flame of French resistance must not be extinguished and will not be extinguished.” At that moment, Charles de Gaulle entered history. For the rest of the war, de Gaulle insisted he and his Free French movement were the true embodiment of France. Through sheer force of his personality and the grandeur of his vision of France, he inspired French men and women to risk their lives to resist the Nazi occupation. Usually proud and aloof, but almost always confident in his own leadership, he quarreled violently with Churchill, Roosevelt and many of his own countrymen. Yet they knew they would need his help to rebuild a shattered France. Thanks to de Gaulle, France was recognized as one of the victorious Allies when Germany was finally defeated. Then, as President of the Fifth Republic, he brought France back from the brink of a civil war over the war in Algeria. And, made the difficult decision to end the self-same war. Thereafter he challenged American hegemony, took France out of NATO, and twice vetoed British entry into the European Community in his pursuit of what he called “a certain idea of France.” Julian Jackson, Professor of History at Queen Mary College, University of London, past winner of the Wolfson History Prize and the winner in 2018 of the Paris Book Award for his book on De Gaulle--De Gaulle (Harvard University Press, 2018)--has written a magnificent biography, the first major reconsideration in over twenty years. Drawing on the extensive resources of the recently opened de Gaulle archives, Jackson reveals the conservative roots of de Gaulle's intellectual formation and upbringing, sheds new light on his relationship with Churchill, and shows how de Gaulle confronted riots at home and violent independence movements abroad from the Middle East to Vietnam. No previous biography has so vividly depicted this towering figure whose legacy remains evident in present-day France. In short Professor Jackson has written a superb book, which in every way possible is a glittering ornament in the biographical art. Charles Coutinho holds a doctorate in history from New York University. Where he studied with Tony Judt, Stewart Stehlin and McGeorge Bundy. His Ph. D. dissertation was on Anglo-American relations in the run-up to the Suez Crisis of 1956. His area of specialization is 19th and 20th-century European, American diplomatic and political history. It you have a recent title to suggest for a podcast, please send an e-mail to Charlescoutinho@aol.com.   Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

Last time we spoke about the battle of Luodian. Following a significant counter-offensive, the initial optimism waned as casualties escalated and morale plummeted. The strategically vital town of Luodian became a pivotal battleground, with the Chinese determined to defend it at all costs. Despite heroic efforts, including a daring nighttime assault, the overwhelming Japanese forces employed superior tactics and artillery, steadily gaining ground.  As September progressed, Japanese reinforcements flooded the frontline, exacerbating the already dire situation for the Chinese defenders. By late September, the fierce struggle to control Luodian culminated in a forced retreat by the Chinese forces, marking a significant turning point in the fight for Shanghai. Though they withdrew, the Chinese army earned newfound respect, having showcased their tenacity against a formidable adversary. The battle became a testament to their resilience amid overwhelming odds, setting the stage for the tumultuous conflict that lay ahead in their fight for sovereignty.   #160 The Battle of Shanghai Part 5: Fighting along the Wusong Creek Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. The tides of warfare had shifted in Shanghai. In late September, the Japanese high command dispatched three divisions to the Shanghai area, starting with the 101st Division landing on September 22. This was followed by the 9th and 13th Divisions, bolstering Japan's military presence to five divisions in the city, despite the Chinese forces numbering over 25 divisions. However, the true dynamics of the confrontation revealed a complex picture: while the Chinese boasted numerical superiority, the Japanese divisions, each comprising around 15,000 soldiers, were supported by nearly 90,000 troops when including marines and infantry. China's units, often as small as 5,000 men, made their effective deployment difficult. The Japanese forces also leveraged their advantages in materials, aircraft, and naval artillery, which could effectively target critical positions along the Chinese front. With these reinforcements in place, Japanese commanders, including Matsui, devised a bold strategy: to execute a powerful thrust across Wusong Creek and advance toward Suzhou Creek. The goal was to encircle and annihilate the main Chinese force in a maneuver they had envisioned since their arrival in China.  Ogishima Shizuo, a reservist of the 101st division had just been through his first night at the front. Within his trench, soldiers leapt up from their slumber to a hail of bullets. Ogishima looked over the edge of the trench. It was still dark, making it hard to discern what was happening, but he thought he saw a flash of a helmet in a foxhole near the creek's edge. It wasn't a Japanese helmet. Suddenly, it hit him that the gunfire wasn't a mistake. “It's the enemy! The enemy!” he yelled. Others began to shout as well. “The enemy! They're behind us! Turn around!” Under the cloak of darkness, a Chinese unit had managed to bypass the Japanese lines and launch an attack from the rear. The sound of aggressive gunfire erupted, and a Japanese heavy machine gun joined in the fray. However, most of the bullets were fired haphazardly into the night. A force of 50 Chinese were firing on them. Japanese officers ordered the men to storm their positions, seeing infantrymen leap over their trench into the barrage. The Japanese and Chinese fired at each other and tossed grenades when close enough. The Japanese jumped into the Chinese foxholes and stabbed at them with bayonets. Ogishima thrust his bayonet into the belly of a Chinese soldiers, marking his first kill. He felt no emotion. Within minutes the little battle was over, every Chinese soldier lay dead, it was a suicide mission. Ogishima saw countless comrades dead around him, it was a scene of carnage. It was the morning of October 7, the 101st Division had crossed Wusong Creek from the north in the early hours of October 6, specifically, only half of the division had made it across. The other half remained on the far side, unable to get their boats past the 300 feet of water protected by unseen Chinese machine guns and mortar crews that would open fire at the slightest hint of movement on the northern bank. Dozens of corpses floated in the murky water, serving as grim evidence of the carnage from the previous 24 hours. Ogishima, alongside tens of thousands of Japanese soldiers were entering the most brutal part of the Shanghai campaign. Matsui's vision of a quick and decisive end to the Shanghai campaign, would not come to be. Matsui detailed his plans in an order issued on September 29. The attack was to be conducted from west to east by the 9th, 3rd, and 101st Infantry Divisions. The 11th Infantry Division was assigned to follow the 9th Division, securing the right flank against potential Chinese counterattacks from the west. The 13th Infantry Division would serve as the reserve. The objective was to capture Dachang, an ancient town encircled by a medieval-style wall, and then advance as quickly as possible to breach the Chinese lines north of Suzhou Creek. Matsui had arranged an unusually high concentration of troops; the three divisions were aligned along a front that spanned only three miles. This meant that each division had less than half the front length that the Japanese field manual typically recommended. The decision to compress the divisions into such a narrow front was partly to compensate for the artillery shortcomings that were still hindering the Japanese offensive. The Japanese attackers confronted a formidable and well-prepared enemy. After extensive discussions, the Chinese commanders ultimately recognized that they had no choice but to shorten their front line. Defending Liuhang, a town situated along the route from Luodian to Dachang, had proven too costly, offering no prospect of victory. Chen Cheng, the commander of the Chinese left wing, had often visited Liuhang and understood how dire the situation was. He repeatedly urged that the unwinnable battle be abandoned and that valuable troops be withdrawn to stronger positions. However, his pleas initially went unheeded. Chiang Kai-shek was primarily driven by the belief that war was about securing territory, and he insisted on maintaining control over Liuhang at all costs. Meanwhile the Chinese positions north of Wusong Creek had been breached in numerous places during late September and this caused Chiang Kai-Shek to finally relent. A fighting retreat began on the night of October 1st and would be completed by dawn of the 3rd. The new defensive line extended just over a mile west of the road from Luodian to Dachang, providing the Chinese defenders with excellent opportunities to harass the advancing Japanese Army with flanking fire for several miles as they moved south. At Wusong Creek, the Chinese line curved eastward and followed the southern bank for several miles. The creek provided a significant advantage to the Chinese defenders; despite its name, it would be more accurate to describe it as a river. It reached widths of up to 300 feet in some areas, and in several spots, the southern bank formed a steep six-foot wall. Anyone attempting to scale this barrier under intense mortar fire would be met at the top by rows of barbed wire and heavy machine gun fire. For a full mile south of the creek, the Chinese had spent weeks constructing a dense network of defenses, transforming farm buildings into formidable fortifications linked by deep trenches. They had learned valuable lessons from their German mentors, many veterans of the battles of Somme and Verdun, and they applied these lessons effectively. The Japanese took Liuhang on the 3rd and were met with counterattacks, but these were easily repelled. More confident, Matsui issued new orders on the 4th for the 3rd, 9th and 101 divisions to cross the Wusong Creek and advance a mile south. Beginning on the 5th, the 3 divisions crossed and carved out a narrow bridgehead under heavy resistance. The Chinese were frantic now, as after the Wusong Creek, the last remaining natural obstacle was the Suzhou Creek. Two miles west of the key road from Luodian to Dachang,  battalion commander Yan Yinggao of the 78th Division's 467th Regiment awaited the anticipated Japanese assault. The regiment had fortified three villages near a creek, reinforced with sandbags, barbed wire, and cleared fields of fire, along with deep trenches for troop movement. The 1st Battalion occupied the westernmost village, the 3rd Battalion held the other two, while the 2nd Battalion remained in reserve. The initial Japanese attack began with a heavy artillery bombardment. Despite facing significant casualties, their infantry was forced to withdraw from all three villages. They returned later in the afternoon with an even fiercer artillery assault. The 1st Battalion suffered devastating losses, including its commander, leading to the loss of the village to the Japanese. Yan Yinggao, observing from the rear, dispatched a reinforcement company, but it was quickly annihilated within ten minutes. Simultaneously the Chinese 3rd battalion at Tangbeizhai were nearly encircled. Yan received orders for his regiment to advance over to relieve them, but as they did a Japanese column of 60 soldiers approached from the opposite direction. A battle ensued over the smoking rubbled of the bombed out village. The few survivors of the 3rd battalion made a last stand, allowing the 2nd battle to fight their way in to take up their position. It was a small and temporary victory. Units arriving to the Shanghai theater were being tossed right into the front lines, such as the Tax Police Division. Despite its name they were a fully equipped military formation and quite well training consisting of 6 regiments, roughly 25,000 armed men. Their officers had previously served under the young marshal, Zhang Xueliang. They were rushed to Tangqiaozhan, lying on the road from Luodian to Dachang, bridged by the Wusong Creek. The bridge was crucial to the entire operation, as holding it would enhance the Chinese's chances of delaying the Japanese advance. The Tax Police, stationed at the northern end of the bridge, became surrounded on three sides. Intense fighting ensued, occasionally escalating to hand-to-hand combat. By the second day after their arrival, casualties had escalated significantly, forcing the Tax Police units to retreat south across the bridge, which ultimately fell to the advancing Japanese forces. A crisis atmosphere surrounded the meeting of the 3rd War Zone staff, chaired by Chiang Kai-shek, in Suzhou on October 11. Everyone agreed the previous efforts to halt the Japanese advance south across Wusong Creek had utterly failed. Each engagement resulted in Chinese troops being repelled without regaining significant territory. Chen Cheng proposed an attack in his sector, specifically targeting the area around Luodian. However, most felt that such an operation would not effectively influence the Japanese advance at Wusong Creek and ultimately dismissed the suggestion. Bai Chongxi, whom at this point held an informal advisory role, called for simultaneous attacks along both banks of Wusong Creek, thrusting into the right flank of the advancing Japanese. This would require an enormous amount of troops if there was to be any chance of success. Bai Chongxi was pushing to take 4 divisions from Guangxi, already in transit to Shanghai for the task. Chiang Kai-Shek liked the idea of a single decisive blow and agreed to Bai's idea. The German advisors were not so keen on this one. In fact the Germans were getting depressed over a concerning issue. It seemed the Chinese staff simply talked too much, taking far too long to produce very few decisions. There were a lot of reasons for this, a lot of these figures held to many positions. For example Gu Zhuong, Chiang Kai-Sheks deputy in Suzhou, was a chief of staff and also held two advisory roles. Then there were these informal generals, such as Bai Chongxi. A man such as Bai had no formal command here, yet he was providing views on operational issues. To the Germans who held clear military hierarchies as the bible, it looked obviously chaotic. There was notable hope though. The Germans acknowledged the Chinese were improving their artillery situation. For the first time since the battle for Shanghai began, 6 artillery battalions were moved into positions in the vicinity of Nanxiang, under the unified command of the headmaster of the Tangshan artillery school near Nanjing. From there they could coordinate barrages in the area south of the Wusong Creek.  Sun Liren got off at Nanxiang railway station on October 7th. At 36 he was leading one of China's best units, the 4th regiment of the Tax Police. Within confusion he was assigned to the 88th division, who were fighting the heaviest battles in the campaign. By noon of the next day, nearly all of Sun Liren's regiment were cannibalized, sent as reinforcements to the 88ths front lines. Afterwards all the was left was Sun and a group of 20 orderlies and clerks. At 2pm he got a call from th division, they needed more reinforcements at the front or else a small bridge north of Zhabei would be taken, collapsing their lines. Sun replied he had no troops left only to be told “its an order. If you disobey, you'll be courtmartialed”.  Without any choice, Sun hastily organized dozens of soldiers and marched them to the bridge. As they arrived, his men saw Chinese troops withdrawing away from the bridge. He asked one man what was going on “the officers have all left, we also don't want to die”. To this Sun said he was an officer and would stay and fight with them. The Japanese in pursuit were shocked to see the Chinese turn around attack them. In general the Japanese were surprised by the sudden resilience of the Chinese around the Wusong Creek. Many assaults were being beaten back. In the Zhabei district, much more urbanized, foreigners were watching in awe. A war correspondent wrote “Every street was a defense line and every house a pocket fort. Thousands of holes had been knocked through walls, linking the labyrinth of lanes into a vast system of defense in depth. Every intersection had been made into a miniature fortress of steel and concrete. Even the stubs of bomb-battered walls had been slotted at ground level for machine guns and rifles. No wonder the Japanese Army was months behind its boasts”.  East of the Huangpu River at Pudong, Sun Shengzhi commanded an artillery regiment whom began launching a barrage across the river upon the Gongda airfield, that had been allowing the Japanese air forces to support their infantry. Meanwhile Chinese soldiers rolled a battery of 8 bofor guns 300 yards from the riverbank and at dawn began firing upon aircraft taking off. They reported 4 downed Japanese aircraft and 7 damaged. By mid-October the 88th division took advantage of a lull in the fighting and prepared a ambitious attack aimed at cutting off the Sichuan North road, which the Japanese were using to as a supply line from the docks to units north of the city. The German advisors developed this attack using Stosstruppen tactics taken from WW1. For stosstruppen, the main means of weakening the enemy line was via infiltration, rather than a massive frontal attack. The attack was unleashed on the 18th after a bombardment by artillery and mortars as lightly armed Chinese stormed down the streets near the North railway station and took the Japanese there by complete surprise. They quickly occupied a segment of the Sichuan North Road cutting the Japanese supply chain for many days. Back on the 13th, Kuse Hisao led a company of the Japanese 9th division to perform an attack on Chenjiahang, located due north of Wusong Creek. It was a strategic and heavily fortified stronghold that obstructed the southward advance. As Kuse's men reached its vicinity they stopped to rest with orders to begin the assault at 1pm. The Japanese artillery kicked off the fight and was soon met with much larger Chinese artillery. This was an unpleasant surprise for the Japanese, whom to this point had always had superiority in artillery. Regardless the assault went ahead seeing wave upon wave of attackers fighting through cotton fields and bullets. Kuse's men were forced to crawl through the field. Kuse crawled his way to a small creek to discover with horror it was full of Japanese and Chinese corpses at various stages of decomposition.  The assault on Chenjiahang bogged down quickly. Kuse and his men spent a night amongst the rotting dead. The following day orders arrived for two neighbouring units to renew the assault as Kuse's fell back into the reserve. That day's attempt fared no better, simply piling more bodies upon the field and waterways. The next day Kuse watched Japanese flamethrower units enter the fray as they led an attack over a creek. Men jumped into waist deep water, waded across to fight up slopes through mazes of Chinese trenches. Then to all of their surprise they stormed and unoccupied Chenjiahang without firing a shot. Kuse and his men suddenly saw a grenade come flying at them. Kuse was injured and taken out by comrades to the rear. Chenjiahang and been bitterly fought over for weeks. Alongside Yanghang it was considered two key points necessary for the Japanese to be able to advance against Dachang further south.  Meanwhile Sichuanese troops were being pulled back for the fresh 4 Guangxi divisions to come in. They wore lighter brown uniforms with British styled tin hat helmets. One of their divisions, the 173rd was sent straight to Chenjiahang, arriving before dawn of the 16th. While the handover of positions was taking place, the Japanese launched an intense aerial and artillery bombardment causing significant casualties before the 173rd could even deploy. Later that day, one of their regiments engaged the Japanese and were slaughtered on the spot. Two-thirds of their men became casualties. The battle raged for four days as the 3 other Guangxi divisions moved to the front. There was no break on either side, as one Guanxi officer recalled, “I had heard the expression ‘storm o f steel' before, but never really understood what it meant. Now I do.” By mid October, Matsui's optimism about his southern push was waning. Heavy rain over the past week had slowed his men down considerably. Supplies were taking much longer to reach the front. Intelligence indicated the senior Chinese commanders had moved from Suzhou to Nanxiang, with some in Shanghai proper. To Matsui this meant they were nowhere near close to abandoning Shanghai. Matsui wrote in his diary “It's obvious that earlier views that the Chinese front was shaken had been premature. Now is definitely not the time to rashly push the offensive.” During this rainy time, both sides received some rest as a no-mans land formed. Winter uniforms were arriving for the Japanese 3rd and 11th divisions, causing some encouragement. The 3rd division had already taken 6000 casualties, but received 6500 reinforcements. Matsui estimated their combat strength to only by one-sixth of its original level.  On the 19th Matsui received reports that soldiers from Guangxi were arriving in Shanghai and deploying around Wusong Creek. To relieve some pressure the IJN sent a mock invasion force up the Yangtze to perform a 3 day diversion mission. 8 destroyers and 20 transport vessels anchored 10 miles upriver from Chuanshakou. They bombarded the area to make it seem like a amphibious invasion was imminent. Meanwhile both nations were fighting a propaganda war. On October 14th, China filed a complaint at the League of Nations accusing Japan of using poison gas in Shanghai. To this the Japanese accused them of using gas, specifically mentioning at the battle for Chenjiahang. Early in the campaign they accused the Chinese of using sneezing gas, a chemical adopted during WW1. To this accusation, Shanghai's mayor Yu Hongjun stated to reporters ‘The Japanese sneeze because they've got cold feet.” Back to our friend Ogishima with the 101st. His unit crossed the Wusong Creek early on. Afterwards the fighting became confused as the Chinese and Japanese started across 150 yards of no man's land. Every now and then the Japanese would leap out of trenches and charge into Chinese lines, but the attacks all ended the same. Rows of the dead cut down by machine guns. It was just like the western front of WW1. The incessant rain kept the trenches drenched like knee-deep bogs. Officers who had read about the western front routinely had their men line up for health checks. Anyone trying to fake a disease risked being branded a deserter, and deserters were shot. As Ogishima recalled “The soldiers in the frondine only have one thought on their minds. They want to escape to the rear. Everyone envies those who, with light injuries, are evacuated. The ones who unexpectedly get a ticket back in this way find it hard to conceal their joy. As for those left in the frontline, they have no idea if their death warrant has already been signed, and how much longer they have to live.” Nohara Teishin with the 9th division experienced pure hell fighting entrenched Chinese firing through holes in walls of abandoned farm buildings. Japanese officers urged their men to charge over open fields. Out of 200 men he fought with, 10 were able to fight after the battle. As Nohara recalled “All my friends died there. You can't begin to describe the wretchedness and misery of war.” Watanabe Wushichi, an officer in the 9th division was given orders to secure water supplies for the front line troops. A task that seemed simple enough given the sheer amount of creeks and ponds in the area. However they were all filled with corpses now. For many troops dying of thirst, it became so unbearable when anyone came across an unpolluted well, they would crown around it like zombies turning into a mud pool. Officers were forced to post guards at all discovered water sources. Watanabe was shocked by the Chinese fierceness in battle. At one point he was attacked pillboxes and upon inspecting the captured ones he was horrified to see how many Chinese bodies lay inside still clutching their rifles.  International outcry mounted over the invasion. On October 5th, president Franklin Roosevelt made a speech in Chicago calling for concrete steps to be taken against Japan. “It would seem to be unfortunately true that the epidemic of world lawlessness is spreading. When an epidemic of physical disease starts to spread the community approves and joins in a quarantine of the patients in order to protect the community against the spread of the disease.” Meanwhile Chiang Kai-Shek pushed the international community to sanction Japan and deprive her of oil, iron, steal, all materials needed for waging her illegal war. The League of Nations proved completely inept. On October 21st, Japanese foreign minister Hirota Koki approached the German ambassador in Tokyo, Herbert von Dirksen, asking if China was willing to negotiate. Germany declared she was willing to act as mediator, and to this Japan sent demands. Japan sought for Chinese concessions in north China and a demilitarized zone around Shanghai. Germany's ambassador to Nanjing, Oskar Trautmann conveyed this to Chiang Kai-Shek. Instead of replying Chiang asked the German what he thought. Trautmann said he considered the demands a basis for further talks and gave the example of what happened to his nation at the negotiating table during WW1. To this Chiang scoffed and made it clear he intended to restore the situation to its pre-hostile state before any talks.  Back at the front, Bai Chongxi planned his counterattack into the right flank of the Japanese. The attack was set for the 21st. The Guangxi troops at Chenjiahang were extricated and sent to assembly points. Matsui wrote in his diary on the 23rd “The enemy will launch a counterattack along the entire front tonight. It seems the planned attack is mainly targeted at the area south of Wusong Creek. It will give us an opportunity to catch the enemy outside of his prepared defenses, and kill him there. At 7pm the Chinese artillery began, an hour later troops were advancing east. The left wing of the Chinese attack, led by the 176th Guangxi Division north of Wusong Creek, initially advanced swiftly. However, it soon encountered significant obstacles, including numerous creeks and canals that disrupted progress. Concerned about supply trains lagging behind, the vanguard decided to relinquish much of the ground it had gained as dawn approached, hoping to reclaim it later that night. Meanwhile, the 174th Guangxi Division's assault south of Wusong Creek also struggled. It met unexpectedly strong resistance and had difficulty crossing the canals due to insufficient bridge-building materials. Fearing artillery and air attacks before dawn, this division retreated to its starting line, abandoning the hard-won territory from the previous night. Both divisions then dug in, preparing to withstand a counterattack during the daylight hours, when the Japanese forces could fully leverage their air superiority. As anticipated, the counterattack occurred after sunrise on October 22. In the 176th Division's sector, Japanese forces surrounded an entire battalion by noon, resulting in its complete destruction, including the battalion commander. The main success for the day came from a Guangxi unit that, despite facing an attack from Japanese infantry supported by five tanks, managed to hold its ground. Initially on the verge of collapse, they organized a rapid defense that repelled the Japanese assault. One tank was destroyed, two became stuck in a canal, and two others retreated, highlighting the challenges of tank warfare in the riverine terrain around Shanghai. An after-action report from the Guangxi troops read  “The Japanese enemy's army and air force employed every kind of weapon, from artillery to tanks and poison gas,” it said. “It hit the Chinese front like a hurricane, and resulted in the most horrific losses yet for the army group since it entered the battle.” As the sun rose on the 23rd, Japanese airplanes took to the skies. At 9:00 a.m., they targeted the already battered 174th Guangxi Division south of Wusong Creek. A Guangxi general who survived the assault recounted the devastation: “The troops were either blown to pieces or buried in their dugouts. The 174th disintegrated into a state of chaos.” Other units suffered similarly catastrophic losses. By the end of October 23, the Chinese operation had incurred heavy casualties, including two brigade commanders, six regimental commanders, and around 2,000 soldiers, with three out of every five troops in the first wave either killed or injured. Consequently, the assault had to be called off. Bai Chongxi's counterattack was a complete disaster. Many Guangxi veterans would hold grudges for years for what was seen as a senseless and hopeless battle.  Meanwhile in Zhabei Zhang Boting, the 27th year old chief of staff of the 88th division came to the headquarters of General Gu Zhutong, urging him to move to a safer location, only to be told “Chiang Kai-shek wants your division to stay in Zhabei and fight. Every company, every platoon, every squad is to defend key buildings in the city area, and villages in the suburbs. You must fight for every inch of land and make the enemy pay a high price. You should launch guerrilla warfare, to win time and gain sympathy among our friends abroad.” The command had more to do with diplomacy than any battlefield strategy. The Nine-Powers Conference was set for Brussels the following week and it was important China kept a spectacle going on in Shanghai for the foreigners. If the war advanced into lesser known hamlets in the countryside there would be no talk amongst the great powers. To this explanation Zhang Boting replied “Outside o f the streets of Zhabei, the suburbs consist o f flat land with little opportunity for cover. It's not suitable for guerrilla warfare. The idea o f defending small key points is also difficult. The 88th Division has so far had reinforcements and replacements six times, and the original core of officers and soldiers now make up only 20 to 30 percent. It's like a cup o f tea. If you keep adding water, it becomes thinner and thinner. Some of the new soldiers we receive have never been in a battle, or never even fired a shot. At the moment we rely on the backbone o f old soldiers to train them while fighting. As long as the command system is in place and we can use the old hands to provide leadership, we'll be able to maintain the division as a fighting force. But if we divide up the unit, the coherence will be lost. Letting every unit fight its own fight will just add to the trouble.” Zhang Boting then rushed east to the 88th divisional HQ inside the Sihang Warehouse laying just across from the International settlement. Here a final stand would be made and whose participants would be known as the 800 heroes, but that's a story for a later podcast.  Zhang Boting had returned to his HQ on October 26th, by then the Shanghai situation had deteriorated dramatically. The stalemate around Wusong Creek had suddenly collapsed. The IJA 9th division broke the Guangxi forces and now Matsui planned for a major drive south against Dachang. Before he even had time to meet with his colleagues the 3rd and 9th divisions reached Zoumatang Creek, which ran west to east two miles south of Wusong Creek. In preparation for the continued advance, the Japanese began dropping leaflets over the Chinese positions. Each one offered the soldiers who laid down their arms 5 Chinese yuan each, roughly half a US dollar each at the time. This did not meet much results, as the Chinese knew the Japanese rarely took prisoners. Instead the Guangxi troops continued to retreat after a brutal week of combat. Most of them were moving to prepared positions north and south of the Suzhou Creek, the last remaining natural obstacle to stop the Japanese conquest of Shanghai. In the early hours of the 25th the Japanese gradually realized the Chinese were withdrawing. The Japanese unleashed hundreds of aircraft and employed creeping barrages with their artillery. This may have been the first instance they employed such WW1 tactics during the campaign. The barrage was kept 700 yards in front of the advancing Japanese forces, giving the Chinese ample time to emerge from cover and re-man positions they had abandoned under artillery fire. Despite a general withdrawal, the Chinese also mounted a strong defense around Dachang.  Two strategic bridges across Zoumatang Creek, located west of Dachang, were defended by one division each. The 33rd Division, a recent arrival in Shanghai, was tasked with securing the westernmost bridge, Old Man Bridge, while the 18th Division, also newly arrived, was stationed near Little Stone Bridge, closer to Dachang. However, neither division was capable of stopping the advancing Japanese forces. On October 25, a Japanese column, led by more than 20 tanks, overwhelmed the 33rd Division's defenses and captured Old Man Bridge. As the Chinese division attempted a fighting retreat toward Dachang, it suffered severe casualties due to superior Japanese firepower. By mid-afternoon, only one in ten of its officers and soldiers remained fit for combat, and even the division commander had been wounded. The Japanese force then advanced to Little Stone Bridge, and after intense fighting with the 18th Division that lasted until sunset, they captured the bridge as well. Meanwhile, the 18th Division fell back into Dachang, where their commander, Zhu Yaohua, received a blunt order from Gu Zhutong to hold Dachang at all costs, warning that disobedience would lead to court-martial. Concerned that losing Little Stone Bridge might already jeopardize his position, Zhu Yaohua quickly organized a nighttime counterattack to reclaim it. However, the Japanese had anticipated this move and fortified their defenses near the bridge, leading to a disastrous failure for the Chinese. On October 26, the Japanese unleashed all available resources in an all-out assault on Dachang. The town had been nearly reduced to rubble, with only the ancient wall remaining as evidence of its former population. Up to 400 airplanes, including heavy bombers, targeted Chinese troops in and around Dachang, causing significant casualties among both soldiers and pack animals. A Western correspondent watching from afar described it as the “fiercest battle ever waged in Asia up to that time. A tempest of steel unleashed by Japanese planes, which flew leisurely overhead while observation balloons guided them to their targets. The curtain of fire never lifted for a moment from the Chinese trenches”. Following the aerial assault, more than 40 Japanese tanks emerged west of Dachang. The Chinese forces found themselves defenseless against this formidable armored column, as they had already relocated their artillery to safer positions behind the front lines. Left to fend for themselves, the Chinese infantry was quickly overwhelmed by the advancing wall of enemy tanks. The defending divisions, including Zhu Yaohua's 18th Division, stood no chance against such material superiority and were swiftly crushed. After a brief skirmish, the victorious Japanese forces marched in to claim Dachang, which had become a sea of flames. Matsui observed the scene with deep satisfaction as the Rising Sun banner flew over the smoldering ruins of the town. “After a month of bitter fighting, today we have finally seen the pay-off,”. In stark contrast, Zhu Yaohua faced immediate criticism from his superiors and peers, many of whom believed he could have done more to resist the Japanese onslaught. The weight of this humiliation became unbearable for him. Just two days after his defeat at Dachang, he shot himself in the chest ending his life. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In late September, the Battle of Shanghai intensified as Japanese forces surged with reinforcements, pressing against Chinese defenses in Luodian. Amidst chaos, Japanese soldiers like Ogishima fought bravely in the trenches, witnessing unimaginable carnage. As October began, the battle's brutality escalated, with waves of attacks resulting in devastating casualties on both sides. However, the Chinese forces showcased remarkable resilience, adapting their strategies and fortifying defenses, marking a significant chapter in their struggle for sovereignty against overwhelming odds.  

Charles de Gaulle is one of the greatest figures of twentieth century history. If Sir Winston Churchill was (in the words of Harold Macmillan) the "greatest Englishman In history", then Charles de Gaulle was without a doubt, the greatest Frenchman since Napoleon Bonaparte. Why so? In the early summer of 1940, when France was overrun by German troops, one junior general who had fought in the trenches in Verdun refused to accept defeat. He fled to London, where he took to the radio to address his compatriots back home. “Whatever happens,” he said, “the flame of French resistance must not be extinguished and will not be extinguished.” At that moment, Charles de Gaulle entered history. For the rest of the war, de Gaulle insisted he and his Free French movement were the true embodiment of France. Through sheer force of his personality and the grandeur of his vision of France, he inspired French men and women to risk their lives to resist the Nazi occupation. Usually proud and aloof, but almost always confident in his own leadership, he quarreled violently with Churchill, Roosevelt and many of his own countrymen. Yet they knew they would need his help to rebuild a shattered France. Thanks to de Gaulle, France was recognized as one of the victorious Allies when Germany was finally defeated. Then, as President of the Fifth Republic, he brought France back from the brink of a civil war over the war in Algeria. And, made the difficult decision to end the self-same war. Thereafter he challenged American hegemony, took France out of NATO, and twice vetoed British entry into the European Community in his pursuit of what he called “a certain idea of France.” Julian Jackson, Professor of History at Queen Mary College, University of London, past winner of the Wolfson History Prize and the winner in 2018 of the Paris Book Award for his book on De Gaulle--De Gaulle (Harvard University Press, 2018)--has written a magnificent biography, the first major reconsideration in over twenty years. Drawing on the extensive resources of the recently opened de Gaulle archives, Jackson reveals the conservative roots of de Gaulle's intellectual formation and upbringing, sheds new light on his relationship with Churchill, and shows how de Gaulle confronted riots at home and violent independence movements abroad from the Middle East to Vietnam. No previous biography has so vividly depicted this towering figure whose legacy remains evident in present-day France. In short Professor Jackson has written a superb book, which in every way possible is a glittering ornament in the biographical art. Charles Coutinho holds a doctorate in history from New York University. Where he studied with Tony Judt, Stewart Stehlin and McGeorge Bundy. His Ph. D. dissertation was on Anglo-American relations in the run-up to the Suez Crisis of 1956. His area of specialization is 19th and 20th-century European, American diplomatic and political history. It you have a recent title to suggest for a podcast, please send an e-mail to Charlescoutinho@aol.com.   Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network