In the nineties, everybody wants to talk about their rights and privileges. Twenty-five years ago, people talked about their obligations and responsibilities.
When I work a game as an analyst, all I do is look at the game like a coach. Why was something successful? What makes it work? I just try to use my expertise and whatever insight I have to the game.
My first assistant-coaching job in football was at William & Mary in 1961. The pay wasn't much, so to get $300 more per year, I agreed to coach the golf team. I didn't even know how to keep score, and really, my main job was not to wreck the van on the way to tournaments.
If you want to get a deal, negotiate with the teams yourself. Say, "I want this much, and no less, but I'll show up to camp on time." It doesn't seem that hard to me.
I'd say handling people is the most important thing you can do as a coach. I've found every time I've gotten into trouble with a player, it's because I wasn't talking to him enough.