Yeah, I should have used "severance" instead of buyout. Yes, we contractually owe Prohm $5 million because we're firing him. We all wish we were getting a buyout. I'm clear on that.I think you are getting your understanding of "buyout" mixed up.
Prohm signed a contract for a period of time. If we fire him before that contract is up, we essentially owe him the balance of the money owed to him on that contract. He doesn't need to demand it, it's owed to him. It's not really a buyout, in layman's terms, we are paying him money owed from the contract agreement.
A "buyout" is usually what is meant when another institution comes to hire away your coach, the other institution pays a set some of money (which is in the contract) to the institution that currently employs the coach for the privilege of hiring away your coach. You might call it a deterrent for someone stealing your coach, or an insurance policy that helps you hire your next coach.
My larger, big-picture point is if I'm an AD, I try to take advantage of every coach's expectation that they'll be reasonably successful so that if I have to fire him/her after going 0-fer in conference, it doesn't cost the AD $5 million. Put another way, I'm surprised severance clauses aren't variable/success-based. Seems like a natural evolution in these negotiations. If I had to bet, it's because the AD is also overconfident in the hire.