he thought his greatest contribution to the organization was writ-
ing his regular letters to his supporters. We were a bit jarred by
that statement. Billy Graham’s greatest contribution writing fund-
raising letters? Yet Billy’s observation fit. He understood that
resourcing the organization was vital. The letters were pure Billy
Graham in tone and substance. He carefully shaped each one,
pouring out his heart to his thousands of supporters who, for the
most part, were like Mel’s and Billy’s neighbors in Charlotte.
When we asked Bob Cooley, longtime president of Gordon-
Conwell Seminary, to describe Billy as a leader, his first point was
that Billy saw the gospel as supra-cultural. “The second thing,”
Bob said, “was not only did he understand the gospel as a unifier,
but he also understood the interface between mission and eco-
nomic vitality. That was critical to his leadership.”
Most ministers—or writers or scholars or musicians—become
so absorbed in their craft and mission, they don’t think much
about the necessary fiscal structure. Those few who do, geomet-
rically expand their influence.
For instance, we have all read of Thomas Edison’s intent absorp-
tion in his more than one thousand attempts to invent the light
bulb and his creating hundreds of other inventions. Yet Edison’s
mind also was on business and money. Before applying for patents,
he would plan each invention’s business application. He thought
big—so big, he conceptualized the entire electrical industry, from
the simple light bulb to the municipal grids necessary to bring elec-
tricity to every home. He insisted on both craft and business.
“Billy understood that his mission wouldn’t succeed without
economic vitality,” Cooley explained. As the seminary’s president,
Bob had served under Billy, who was chair of the trustees. “If you
look at his leadership in many organizations, Billy led with his
strengths, but he also made sure businessmen were in place and
carrying fiscal responsibility.”
We asked Bill Pollard how, in setting the financial tone for his
own organization, Graham worked with his trustees. Pollard
described mutual give-and-take, accountability on Graham’s part,
yet great respect by trustees for his leadership.
Mobilizing Money