ifesto’ that became our guide, that this was much of the reason for
effectiveness in the Billy Graham Association.”
“The Modesto Manifesto” (see chapter three) helped articu-
late the game plan, but it was consistent with the spirit of the team
that was deeper than words. As a healthy team, they shared both
a common mission and a common bond.Place Confidence in the Team
The leader’s attitude toward the team largely determines how
strong it will become. The Graham team became strong because
Billy nourished it and gave each member ample opportunity to
exercise significant responsibility.
A key element is that intangible but readily detected attitude
of the leader: confidence.
We asked Cliff to describe Billy’s relationship to the team. He
immediately pointed not to an organizational chart, but to the
foundational issue—his attitude, which had a contagious effect on
the team. “He was confident in God,” said Cliff. “He sought God’s
will, he was God-dependent, motivated by his love for God and
man. He was self-effacing, but he was secure in the place of God’s
appointment. He was anointed of God. He was considerate. He was
not authoritarian. He knew that in the multitude of counselors
there is safety. His decisions were based on mutual agreement
rather than on a dictatorial basis. He thought about and relied on
the counsel of those he trusted. He never was demeaning nor rep-
rimanding. He trusted people and respected their contribution.”
When Your Team Is Finally All Set, Expect Change!
Billy’s extraordinary success with his core team raised the bar
about what can be achieved. A cautionary note is in order, how-
ever. Billy was remarkably fortunate in the shaping, developing,
and capacities of his core team. Once formed, he exercised the lead-
ership that made it possible for them to work together for nearly a
lifetime. However, that doesn’t mean other key players on the
larger team stayed with his organization. Over the decades various
personnel changes—some of them painful—had to be made.
Forming the Team