faced an immediate deadline. He went ahead and published the
edited interview.
When that issue of Decisioncame out, the man was furious.
He immediately called Billy to object. In responding to the irate
man, Billy didn’t put Woody in a bad light. He told the man that
he’d always seen his editor act with integrity, then apologized for
the incident. In a later discussion with Woody, he reassured him,
but he also counseled, “Next time, Woody, don’t get caught so
close to the deadline. Protect yourself.”
Billy sought the balance of praise blended with expectations
for learning and growth.
Other colleagues doing different types of work knew the Gra-
ham voice and touch as well. Billy would intently focus on new
projects, thinking far out ahead and sometimes neglecting con-
tinuing projects. Yet whenever he did touch base with his col-
leagues, he guided and encouraged them. When describing their
accomplishments to others, he would praise them highly—
another way of ensuring they understood how much he valued
them.
Billy’s voice communicated optimism, love, and a strong sense
of purpose. In modern parlance, he was “high-touch.”
■ ■ ■In contrast to Sherwood Wirt, who worked with Billy from very
early days at the heart of his ministry, a much younger David
Schmidt says he’s had only a handful of face-to-face conversations
with Billy. His work as a consultant for the BGEA was often not right
in the team center. Yet Billy has had a profound influence on him.
David says it’s because of Billy’s DNA.
Having worked closely with crusade director Sterling Huston
for many years, David says the Graham DNA has permeated
Billy’s organization, imbuing its leaders with the same values and
strengths Billy himself shows. The DNA in Billy’s colleagues has
added up for David to the kind of leadership guidance and moti-
vation Woody perceived firsthand from his boss.Empowering Soul Mates