QUOTE: “There are two main strategies we can adopt to improve the quality of life. The first is to try making external conditions match our goals. The second is to change how we experience external conditions to make them fit our goals better. “ -- Mihaly Csikszentmihalyi, “Flow: The Psychology of Optimal Experience,” 1990

Have you seen this picture of Rex Ryan at the Yankees game, courtesy of Deadspin.com? It says a thousand words about the real Rex -- in a good way. Simply put, he’s just “one of the guys” -- he makes no false pretense about himself—and he can inspire his players because he doesn’t have a phony bone in his body. As the old saying goes, he’s “keeping it real.” How many people would be sitting in expensive seats wearing Jets-issued clothing and be worried about their image?

Eric ManginiAPRyan joins the Jets where he will be replacing Eric Mangini (above) who took the head coaching job in Cleveland.

The reaction to his hiring by the New York Jets has been very positive, as Ryan is the polar opposite of the team’s former coach, Eric Mangini. Mangini was the type of coach that most players had a hard time feeling comfortable around because he was always trying to be someone he wasn’t (a Bill Belichick clone). Ryan is the true definition of a player’s coach. So as things look positive for the Jets, how have the Baltimore Ravens reacted to losing this beloved figure?

The Ravens never seem to react -- they don’t get too excited or too depressed. They seem to embrace change as many successful businesses have learned to do. As an organization, they keep a slow, steady balance, much like their major counterpart in the AFC North, the Pittsburgh Steelers. We all know that success in the NFL creates change, so as the Ravens succeeded in getting to the AFC Championship game last season, change came upon them.

When you follow a popular coach, as new defensive coordinator Greg Mattison is doing this year in Baltimore, there will be many diverse challenges -- on and off the field. On the field, he has the unique system of defense that Ryan had installed as the coordinator, and Mattison had all of last year to learn. Ryan runs a system of defense that’s very different from many NFL teams. It places a great deal of faith in the players to make the right checks, to create the right calls at the right times and to be in concert with everyone else on the field. One small breakdown in an assignment can result in a big play for the opposing team (this is why I believe the Jets will struggle early on defense and make some critical mental mistakes, but as the season progresses, their comfort level will improves and they will improve). The 2009 Ravens have enough veteran players to make sure the calls are being run correctly, so Mattison will have help in this area of the transition. His real challenge will come off the field.

Greg MattisonAPMattison (left) will have some tough shoes to fill.

A new leader walking into a messy situation has an advantage because the core of his group knows he’s there to make changes, to improve the product. So any resistance to change will be minimal and will not prevent him from getting things done his own way. However, taking over a successful situation presents some very distinct problems because, as we all know, it can often create resistance.

So what should Mattison do to avoid the pitfalls of following a successful leader? He must focus his attention on five areas:

1. He must build trust with the players. He must create, in his own way, the same bond that Ryan had with his players. The players trusted Ryan, so they played hard for him and followed his lead. His No. 1 selling point will be that team members must be open with one another about their mistakes and weaknesses – honesty breeds trust. Without this quality, we cannot build a successful team.

2. He must not fear conflict. This is one area that normally results in a new leader not making the grade. He’s afraid to take on people, letting problems slip under the rug and ignoring them for fear of conflict. Mattison needs to be willing to correct Ray Lewis as much as he’s willing to correct a college free agent. He must be willing to engage in an unfiltered and passionate debate of ideas and not resort to veiled discussions and guarded comments.

3. He must get everyone to commit to the program — everyone. Clarity of direction and priorities aligning the team around common objectives. Reminding everyone of the true objectives is vital.

4. Everyone, coaches included, must be accountable. Whenever there’s a lack of real commitment and buy in, team members develop an avoidance of accountability. Someone else made the decision, so someone else must take the blame. I had nothing to do with this. If the other coach was here, we wouldn’t do this. These are all popular refrains when people avoid accountability. And the leader can’t always take the blame; he must be honest with the team. (He can take the blame publicly for failures, but when he’s alone with his team, he must be deadly honest.)

5. Everything that’s done must be about team results, not individual results. Placing our individual needs (such as ego, career development or recognition) or even the needs of the division above the collective goals of the team will create problems. Individualistic behavior is not going to work.

Mattison, along with the entire staff, must use these guidelines to assist their transition. No one can be Rex Ryan but Rex Ryan, and no one can be Greg Mattison but Greg Mattison. Handling these areas are more compelling issues than losing any player. Without attention to detail in this area, the Ravens will not be the same team in 2009.

Mattison has a huge challenge ahead of him, and he must embrace the first bad thing that happens with these guidelines in mind. While on his vacation right now, he must be planning how to handle the first problem that occurs because it will be his reaction to that situation that will set the tone for the Ravens’ defense under his leadership. They will either forget about Rex … or want him back.