then World Vision, was chair of his very first citywide meetings
in Grand Rapids in 1947. “In 1948 he came to our city to raise
funds for me to go and participate in the Youth for Christ World
Congress on Evangelism,” he told us. “Billy was willing to per-
sonally make sure the vision was resourced.”
His sensitivity to the danger of coming off like a salesman
meant he faithfully wrote those fund-raising letters, not just for
the money but to communicate with authenticity. Fred Smith
quoted Billy as saying in regard to money, “My daddy was a
dairyman, and he knew he had to milk the cows every day or
they’d go dry.” Fred explained, “He felt that you needed to keep
asking for small amounts of money on a regular basis.” Bottom
line: Billy did what he did best, he built his constituency and
made sure trustees and managers were in place to cover all the
financial bases.
In contrast to Graham, Bill Bright, who founded and led
Campus Crusade for Christ with its budget of $374 million and
staff of 26,000, was well known for his ability to ask face-to-face
for major contributions. Leaders must assess their own capaci-
ties and those of associates and blend the team into comple-
mentary roles.Scout People with Money Clues
Here’s a provocative bit of advice from author Robert J.
McCracken. “Get to know two things about a man. How he
earns his money, and how he spends it. You will then have a
clue to his character. You will have a searchlight that shows up
the inner recesses of his soul. You know all you need to know
about his standards, his motives, his driving desires, his real
religion.”
Whether you’re evaluating a man or a woman, McCracken’s
advice could reveal vital insights. Thoughtful observance may
reveal where that boss or that employee or that applicant’s heart
really is, what attitudes bleed through, and what will drive him or
her in the future. Values may clash and be ultimately disruptive,
or they may fit well your leadership style and commitments.
The Leadership Secrets of Billy Graham