of the Talents, the task is to multiply performance capacity of the
whole by putting to use whatever strength, whatever health,
whatever aspiration there is in individuals.”Don’t Dominate—Lead!
Here’s a statement that merits considerable thought by anyone
in a leadership capacity. Psychiatrist David Cooper says, “Perhaps
the most central characteristic of authentic leadership is the relin-
quishing of the impulse to dominate others.”
Many have that problematic impulse, often arising from their
own insecurities. Is Cooper right?
On first reading the statement, one might object that count-
less leaders of great accomplishment have powerfully dominated
others. Yet if a leader today is to unleash the full potential of oth-
ers, domination will severely limit the soaring of the followers’
spirits and effectiveness.
Billy Graham never dominated, but in thousands of connec-
tions he inspired and led. At the same time, he understood the
need for an adequate level of control. Obviously, a certain degree
of control is necessary for a leader to function.
Leighton Ford, in thinking back over the many years he
worked with Billy, remembers him as always empowering and
encouraging, without pulling rank. But he does remember one
time when he did.
He, John Corts, Sterling Huston, and John Dettoni had a
bright idea. They thought they could learn by surveying members
of the team. They developed questions and put together forms for
them to fill out.
Billy, when he saw the forms and how they were to be used,
said, “This has to be thrown out!”
Leighton tried to explain why they were doing it, and why
they thought it would be helpful. He now recalls it as one of
those very rare times when Billy pulled rank in a strong, con-
frontational way. “I’m running this organization,” he said.
“I’ve seen people whose organizations were taken away from
them.”
The Leadership Secrets of Billy Graham