More Bloody Meetings - Short Stories

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Use the HTML below. You must be a registered user to use the IMDb rating plugin. Photos Add Image Add an image Do you have any images for this title? Edit Cast Credited cast: At the doctor's, at the shoe shop, in the post office, and at the station, a customer was driven to distraction by careless behavior. A detective must piece together a customer's movements to see how several suspects' behavior led to his demise.

Even talented managers have blind spots when it comes to hiring. The video introduces three all-too-familiar personalities with poor interviewing skills and shows how to avoid their typical mistakes. To give staff at all levels the confidence and skills to prepare and deliver effective presentations. A young executive is panic-stricken when she's told that she has to present a written report in person to the board. Her first run-through is a disaster, but with encouragement from a colleague she soon learns the secrets of making an effective presentation.

He reassures her that she knows more about the project than anyone else.

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She has no reason to worry, providing she approaches the task methodically. By following a number of simple steps; Position , Options and Proposal. Set within a retail outlet, front-line staff are facing complaints from internal and external customers. The existing solution is a complaints form, but a member of staff soon realizes that customers need to let off steam, not fill in forms.

The staff learns that they must take complaints seriously and show sympathy, since it is difficult to remain angry with someone who is sympathetic. On the receiving end shows how customers can be kept satisfied and loyal to an organization. The video demonstrates how to listen carefully, ask relevant questions, and assess customers' needs. It explains how a successful relationship is developed by clearly outlining the available options to customers and agreeing upon a course of action. This new program makes the point that giving praise where it's due is a management tool that's powerful, cheap and easy to use.

It can bring amazing results in terms of increasing the quality and quantity of the output of the people who work for them, providing it is correctly applied. The employee's attitude changes with renewed enthusiasm when the manager shows interest and appreciation in a job well done. Among the rules learned are that it's important to let people know why they are being praised, make sure that the effect isn't ruined by a kick-in-the-tail remark, and to pass on praise from customers or superiors.

It's not surprising that so many managers dread giving performance reviews. They know the importance of employee performance reviews, but this rarely makes having to do them any less painful.

In fact, because they often end up being emotionally charged, they are seen more as 'excruciating' than 'crucial'. To overcome this, in Part 1 we identify six very different characters that managers can relate to: Through these characters we are able to demonstrate key review techniques managers can develop.

By making them less confrontational and more productive, managers will be able to fearlessly deal with all performance reviews. This program outlines the six steps to successful report writing: To equip both new and experienced sales staff with the necessary skills to develop and nurture professional and productive customer relationships. Techniques of assertive behavior are shown in action in a series of different settings from a management meeting to a one-to-one conversation between colleagues.

Straight talking shows that the basic rule of assertive behavior is honesty and that it's usually for fear of the response that honesty is avoided.

More Bloody Meetings - Wikipedia

However, this fear is generally over-exaggerated. The video is highly reassuring on this point for anyone who has doubts about volunteering what they think, even when asked to do so. It also demonstrates why aggressive behavior doesn't work in the long run and why it's important to establish a negotiating position and stick to it.

A company's major customer arrives for a show-down meeting to announce that she will be taking her business away from the company. During the meeting she points out how empowering staff use their own discretion when making decisions enables them to provide better all-round customer satisfaction. Measuring performance from the customer's perspective helps reveal where quality has suffered and prevent the same mistakes from happening again. The objective is to replace the chain of command with a 'chain of confidence'.

This classic four-part series is ideal for new sales recruits or as a refresher for experienced members of the sales team.

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Give all sales staff a solid grounding in core sales skills. That was why the women dressed in white on this day — to symbolise purity of character and motive. It was also why the cavalry would single them out for attack: What happened to the crowd that day has marked British politics ever since.

For the Guardian, the events of that day years ago have a special significance. They prompted John Edward Taylor, a year-old Manchester businessman and witness to the massacre, to start his own paper, two years later, to campaign for reform. Each incident was followed by official denial, obstruction and manipulation in order to deflect criticism of culpability. Other demonstrations had been put down ruthlessly before, but none in Britain had been marked with such brutality or as many deaths as Peterloo.

Their martyrdom has given them iconic status on the political left.

More Bloody Meetings

The man they had come to hear was Henry Hunt, the brass-lunged orator of the parliamentary reform movement. Hunt was a tall, handsome man, from a very different background to those he was addressing. It was only when he found himself ostracised by the county gentry that he became a radical. He had built a career though not yet a parliamentary one; he would briefly become an MP in by chasing radical causes, and his fluency meant he was feared by the landed classes. Dressed in his trademark white top hat, Hunt was revered by working people.

He was egotistical and vain, with a tendency to fall out with his followers, not always for political reasons. Hunt had been at controversial and even violent meetings before, not least at Spa Fields in central London in December , when a breakaway, radical faction had started a riot in the hope of provoking a general uprising. Those plans were foiled when armed troops prevented the mob from attacking the Bank of England. Local magistrates and ministers of the Tory government plainly wished for Hunt to be arrested, but he had so far escaped imprisonment.

Hunt claimed in his memoirs the following year that he had not wanted to be involved in the August meeting. When Hunt arrived, he was furious to find that the meeting had been called off, but reluctantly stayed for the rearranged meeting a week later, which would only discuss parliamentary reform in general terms, and so was allowed to go ahead. I made up my mind not to desert them.

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Hunt loftily despised Joseph Johnson, one of the organisers of the Manchester meeting, for being a brush-maker. Hunt presented himself to the authorities the weekend before the meeting, to check that there were no plans to arrest him. He was told no charges were planned.

The meeting was legal and would go ahead. But the authorities feared a violent outbreak, and a spark that would ignite an English revolution to follow the French. The storming of the Bastille in and the terror that followed were well within living memory. Ministers had reason to be nervous. There had been a series of uprisings and localised violence in the preceding few years, mainly about food and living conditions in the years of shortages and unemployment that followed the end of the Napoleonic wars. Luddites had broken machinery in mills across the country, attempts to stir up nationwide protests such as the abortive Pentrich revolution had been met with harsh punishment, and even peaceful protests such as an attempted march on London by unemployed weavers from Lancashire in March had been dispersed by troops.

Lord Sidmouth, then home secretary, used undercover spies to gain intelligence about subversive activities. His actions had been widely criticised, but in the absence of a civilian police force, the options were limited. If unrest was threatened, local militias, amateur yeomanry on horseback or the army had to be called out.

Sidmouth had spoken in private about the country being tranquillised by bloodshed, and he guaranteed that the civic authorities could rely on parliament to indemnify them if violence did break out. T he Manchester meeting was going to be the biggest of the summer so far, and the authorities were jittery. In case of violence, they had ordered stones and rocks to be removed from the site. Manchester was still run like a small country town, by a medieval system.

In times of crisis, 18 volunteer magistrates and a stipendiary full-time magistrate took charge of law and order, and it was this body of anxious men who would precipitate the crisis of the day. They were men of property — lawyers, retired businessmen and even Church of England clergymen — and not likely to be sympathetic to political reform or to the people proposing it.

They believed that non-conformists and agitators were stirring up the workers to discontent. James Norris, the stipendiary magistrate, was known as a man of urbanity and gentlemanly manners, but his colleague the Rev William Hay was fiercer. The chairman of the magistrates on the day was year-old William Hulton, a local landowner who was inexperienced as a law enforcer.

This corrupt, much-feared figure was responsible for carrying out any instructions given him by the magistrates that day. Sometimes called the real ruler of Manchester, Nadin was growing rich on bribes and kickbacks. Among them were local cotton traders and mill owners, many of whom were in favour of parliamentary reform — not to give their workers the vote, but to gain greater commercial clout for themselves.

They were alarmed by the prospect of the meeting, the training of workers on the hillsides and the incendiary speeches of orator Hunt. Some had sent their families out of town. They had their own newspapers arguing against reform and, more significantly, had already funded the creation of a local mounted militia, the Manchester Yeomanry, in , specifically to guard against the mob. The troops, resplendent in dashing new blue-and-white uniforms, with peaked shako helmets and red cockades and armed with sabres, were made up of local Tory businessmen, shopkeepers, lawyers and their sons.

They were spoiling for a fight, in order to show the radicals who was in charge. The magistrates were taking no chances, and had signed up special constables armed with long wooden truncheons. They also deployed 60 yeomanry troops from Manchester with another from Cheshire in reserve , called in regular cavalry from the 15th Hussars, plus infantry and two six-pounder cannon from the artillery.