Not hiring them in the first place then?
READ MORE: Does bad hiring lead to too much firing?
Twelve managers have lost their jobs in League One, with 10 in League Two.
Bevan told BBC Sport: "[Overall] in addition to the 12 resignations, this has affected about 200 families - it's an awful lot of people who have lost their jobs in a season.
"Six people sacked are back in work so it's not really the merry-go-round which many people call it.
Link.
I'd really like to know the criteria when we hire managers. 'Absolutely no managerial experience? Welcome aboard, Mr. Weir!' 'No success to speak of in 17 years? Sign here, Mr. Clough.' 'Decades of scuffling around, getting found out and being fired in the lower leagues? You'll do for us, Danny.' If we're mad enough to hire Parkinson, I'll assume Sepp Blatter is on the selection panel.
Very good article. It shows how difficult it is to recruit the right person.
Apparently 50% of managers sacked from their first job don't get another.
But it's almost impossible to assess whether someone who's never done the job can do it. There are plenty of examples where new manager is appointed, whom everyone in the game thinks will be a great manager, but turns out to be hopeless.
My theory (and this is a general thing, obviously each case has to be assessed individually) is that many chairman, particularly those who are self made, are natural gamblers. That's part of becoming successful.
Therefore, they have a tendency to look for the 'next Mourinho', or the 'next Eddie Howe' and are desperate to find them before someone else does.
So they ignore the lack of experience and appoint candidates before they're ready. And just once in a while it works, which reinforces their ideas to them. So, when a board thinks about appointing in house, they think about Gary Monk at Swansea, or Adkins at Scunny. They conveniently forget about the Morgans of this world, the Carvers, the Sammy Lees.
There seems to be too much emphasis on gut feeling and not enough on due diligence. The confidence gained from being successful in their chosen business can quickly become arrogance when they become chairman of football clubs. It can easily become 'I run a multi-million dollar catering company, I built it from scratch, I know what I'm doing and I like this guy'.
I don't claim to have all the answers, if I thought I did I'd be actively trying to get into football administration, but I think you can reduce the risk by carrying out the proper due diligence and having a general profile of the kind of manager you want, one that doesn't change with the seasons, so that you maintain continuity. Swansea are a great example of this, as are Southampton. Occasionally you have to tweak the profile as you go up the leagues but the general principles and philosophy should remain the same.
If the board isn't clear on their own philosophy and principles, it's pot luck.