Jared Wesley

And with that, then we started trying to understand, well, then why are we doing it?

And that's what led to this study.

So, yeah, you might have an anecdotal example of maybe a coach doing better or a team doing better once a coaching change occurs.

But when we look at it sort of in the aggregate over time, we just don't see performance-changing performance

Well, part of it is part of it, I would say, is a PR problem.

The other thing that we find, not necessarily in this study, but then in terms of the general literature, is part of it is new coaches need time.

Right.

And especially in today's society, we want things a lot quicker than what it may take to to occur.

And so I think part of the part of this is showing some of these other mechanisms and and saying, well, why do we do this?

And like I said, could be media pressure.

It could be internal politics, could be expectations that are way too high.

But at the end of the day, while they may lead to the organization deciding to change its coach, one of the things that we find in the literature is that you still have to give some coach some time, and sometimes that just doesn't happen.

Part of it could be that, right?

It's sort of to begin to understand all the inner workings of the front office and those sorts of dynamics for sure, but also to understand at the end of the day, there's all these different forces at play.

And while...

organizations may want to give coaches more time.

They may not, based upon the pressure that certain constituents, certainly the public, may be one of those.

Yeah, and that's one of the things we hope that people who aren't interested in sports or may do research outside of sports may be able to take different parts of our study or different findings that we have and be able to relate it or use it to build off of studies that look at either firing mid-level managers, upper-level managers, CEOs, you name it, and be able to look at this and hopefully have some lessons learned from our study into those non-sport concepts or non-sport businesses.

We have paleolithic emotions, medieval institutions, and God-like technology.

And I think that describes exactly where we are these days.