CHAPTER 13
Redeeming the Ego
Those who stand highest in the esteem of men
are most exposed to grievous peril.
THOMAS À KEMPISBill Mead, Graham’s first executive committee chair, told us about
Billy’s taking him along on trips to the White House “because he
wanted a businessman to come along, someone who knew
enough to keep his mouth shut.” When President Johnson was
terminally ill, Billy called Mead, said that Johnson had invited
him to come to the ranch to talk about his funeral, and asked him
to come along. “Johnson was sitting on the front porch with his
dog on his lap,” he recalls, “and then we rode around in his con-
vertible. Lyndon would be telling Billy what he wanted done at
his funeral. Two weeks after that, Johnson died. He had felt Billy
was from God himself.”
Mead, still peppery and engaged in his eighties, added with a
sense of wonder, “Billy has that presence and humility. He com-
mands respect from presidents, from Ike, Johnson—all of them!”
We were in Fred Smith’s home, interviewing both Smith and
Mead, who are friends. Fred said, “Billy was humble but not
intimidated.”
We wondered how someone could be humble and handle the
ego while becoming such close friends with presidents.
“The ego must be redeemed,” Fred replied.
“Meaning, you must have a strong ego to lead, but something
must happen to it?”