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After further conferences that late spring the following plan was drawn up. Speidel, almost alone among the Army conspirators in the West, survived to describe it: An immediate armistice with the Western Allies but not unconditional surrender. German withdrawal in the West to Germany. Immediate suspension of the Allied bombing of Germany. Arrest of Hitler for trial before a German court. Overthrow of Nazi rule. Temporary assumption of executive power in Germany by the resistance forces of all classes under the leadership of General Beck, Goerdeler, and the trade-union representative, Leuschner. No military dictatorship. Preparation of a “constructive peace” within the framework of a United States of Europe. In the East, continuation of the war. Holding a shortened line between the mouth of the Danube, the Carpathian Mountains, the River Vistula and Memel.

In the course of the meeting the two leaders discussed what terms of surrender they would eventually insist upon; the word “unconditional” was discussed but not included in the official joint statement to be read at the final press conference. Then, on January 24, to Churchill’s surprise, Roosevelt inserted the word ad lib: “Peace can come to the world,” the President read out to the assembled journalists and newsreel cameras, “only by the total elimination of German and Japanese war power. . . . The elimination of German, Japanese and Italian war power means the unconditional surrender of Germany, Italy, and Japan.”1976 Roosevelt later told Harry Hopkins that the surprising and fateful insertion was a consequence of the confusion attending his effort to convince French General Henri Girard to sit down with Free French leader Charles de Gaulle: We had so much trouble getting those two French generals together that I thought to myself that this was as difficult as arranging the meeting of Grant and Lee—and then suddenly the Press Conference was on, and Winston and I had had no time to prepare for it, and the thought popped into my mind that they had called Grant “Old Unconditional Surrender,” and the next thing I knew I had said it.1977

The Harvard discussions were chaotic, at least in part because the Trump team’s fractured leadership was overrepresented in many of the panels. Corey Lewandowski, for example, was included in both the primary-election panel and, inexplicably, the general-election panel. He seemed to play a bigger role at the conference than he had on the campaign trail. Incredibly, Lewandowski would tell the Harvard conference that he had written Trump’s announcement speech, which was ludicrous given that Trump spoke without notes and there was no prepared text to memorize. The

By the time George Bush’s re-election campaign got under way in 2004, there was little doubt he’d make terrorism the focal point of all of his speeches and press conferences. His surrogates went farther still, overtly portraying a vote for his Democratic rival, Senator John Kerry, as an invitation to annihilation. “If we make the wrong choice,” Vice President Dick Cheney warned a Des Moines audience, “the danger is that we’ll get hit again—that we’ll be hit in a way that will be devastating from the standpoint of the United States.” In May, just prior to the Democratic Convention, Attorney General John Ashcroft announced that al Qaeda’s preparations for an attack were 90 percent complete; immediately after the convention, the Department of Homeland Security issued yet another terrorist alert, which diverted America’s attention away from Kerry and back to the “wartime” president, George Bush. The strategy worked.

To calculate 'the' fine structure constant, 1/137, we would need a realistic model of just about everything, and this we do not have. In this talk I want to return to the old question of what it is that determines gauge couplings in general, and try to prepare the ground for a future realistic calculation.

An accurate budget must be built on a base of thorough research. You must do research on your community to find out what it will cost to get a church off the ground. You need to solidly answer questions such as:, What will the cost of living in this community be?, What will my salary be? How about salaries for additional staff?, How much will it cost to rent space for the church to meet in?, How much will it cost to operate a business in this city (office rent, phones, computer equipment, copy equipment, and so on)? Talk with other pastors in the community. Find out what their start-up costs were and what they are currently spending to maintain and operate the church. Other pastors can be a valuable resource for you on many levels. The worst mistake you can make is to start the budget process by viewing economic realities through a rose-colored lens. If you speculate too much or cut corners in this area, you’ll end up paying dearly down the road. Remember, God never intended for you to go it alone. There are people and resources out there to help you prepare. Ask others for help. God receives no glory when you are scraping the bottom to do His work. So don’t think too small. Church planting is an all or nothing venture. You can’t just partially commit. You have to fully commit, and often that means with your wallet. Don’t underestimate the importance of having a base of prayer partners. You need prayers as desperately as you need money. You need prayers as desperately as you need money. An unhealthy launch may occur when a new church begins as the result of a church split, when a planter is disobedient in following God, or when there is a lack of funding or solid strategy. Finding the right teammates to help you on this journey is serious business. The people you bring on to your staff will either propel you down the road toward fulfilling the vision for your church or serve as speed bumps along the way. You should never be afraid to ask potential staff members to join you—even if it means a salary cut, a drastic position change or a significant new challenge for them. When you ask someone to join your staff, you are not asking that person to make a sacrifice. (If you have that mentality, you need to work to change it.) Instead, you are offering that person the opportunity of a lifetime. There are three things that every new church must have before it can be a real church: (1) a lead pastor, (2) a start date, and (3) a worship leader. Hire a person at the part-time level before bringing him or her on full time. When hiring a new staff person, make sure he or she possesses the three C's: Character, Chemistry & Competency Hiring staff precedes growth, not vice versa. Hire slow, fire fast. Never hire staff when you can find a volunteer. Launch as publicly as possible, with as many people as possible. There are two things you are looking for in a start date: (1) a date on which you have the potential to reach as many people as possible, and (2) a date that precedes a period of time in which people, in general, are unlikely to be traveling out of town. You need steppingstones to get you from where you are to your launch date. Monthly services are real services that you begin holding three to six months prior to your launch date. They are the absolute best strategic precursor to your launch. Monthly services give you the invaluable opportunity to test-drive your systems, your staff and, to an extent, even your service style. At the same time, you are doing real ministry with the people in attendance. These services should mirror as closely as possible what your service will look like on the launch date. Let your target demographic group be the strongest deciding factor in settling on a location: Hotel ballrooms, Movie theaters, Comedy clubs, Public-school auditoriums, Performing-arts theaters, Available church meeting spaces, College auditoriums, Corporate conference space.

When those trials are not consequences of your disobedience, they are evidence that the Lord feels you are prepared to grow more (see Proverbs 3:11–12). He therefore gives you experiences that stimulate growth, understanding, and compassion which polish you for your everlasting benefit. To get you from where you are to where He wants you to be requires a lot of stretching, and that generally entails discomfort and pain” (in Conference Report, Oct. 1995, 18; or Ensign, Nov. 1995, 16–17).

But in 2009, even as the British track cycling team was preparing for the London Olympics, Brailsford embarked upon a new challenge. He created a road cycling team, Team Sky, while continuing to oversee the track team. On the day the new outfit was announced to the world, Brailsford also announced that they would win the Tour de France within five years. Most people laughed at this aspiration. One commentator said: “Brailsford has set himself up for an almighty fall.” But in 2012, two years ahead of schedule, Bradley Wiggins became the first-ever British rider to win the event. The following year, Team Sky triumphed again when Chris Froome, another Brit, won the general classification. It was widely acclaimed as one of the most extraordinary feats in British sporting history. How did it happen? How did Brailsford conquer not one cycling discipline, but two? These were the questions I asked him over dinner at the team’s small hotel after the tour of the facilities. His answer was clear: “It is about marginal gains,” he said. “The approach comes from the idea that if you break down a big goal into small parts, and then improve on each of them, you will deliver a huge increase when you put them all together.” It sounds simple, but as a philosophy, marginal gains has become one of the hottest concepts not just in sports, but beyond. It has formed the basis of business conferences, and seminars and has even been debated in the armed forces. Many British sports now employ a director of marginal gains.

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