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In true Level 5 mode, Billy often deflects credit and puts his accomplishments in the context of teamwork.

"Thanks for your letter affirming the book," I said.

"You've done a tremendous amount of research." He smiled. "But I'm afraid you've made me out to be more than I am."

Billy is intensely aware of his own humanity, intensely aware of human complexity and his own weaknesses and failures, however he perceives them. Despite his genuine humility, many leaders have affirmed to him that the book rings true.

"We loved talking to so many of your trustees and colleagues," I said. "Each had a unique perspective, but they all fit together. Even when they disagreed, it wasn't contradictory. For instance, your brother Mel told us you didn't care one bit about money. However, your ministry trustees said you cared a lot—the trustees, of course, referred to your shepherding of corporate monies, which every CEO must do. Mel meant your personal money."

Billy said Mel had talked to him about investment opportunities. "Mel made a lot of money," he said, with an approving smile.

Money, of course, has always been a crucial issue for any leader, and our research reinforced the widely accepted perception that Billy modeled financial integrity.

We went on to talk of his serving as the benchmark for CTI's core values and positioning. CT has always taken on a fairly unique role—connecting closely with the academy and the best of scholarship, then "translating" the academic content to a broad readership. This combination of blending the contributions of the scholar and the activist parallels Billy's own leadership. When we mentioned this, he said he wished he had spent much more time studying.

"Yet you've always been an intent student—you've been a listener, with a high respect for scholars," we responded. "Your partnership with Harold Ockenga and John Stott, for instance, had tremendous effect."

Billy agreed, and he told us the story of his taking the initiative to launch Gordon-Conwell Theological Seminary with Ockenga, who then served as its president while remaining chairman of CTI. "Harold became a very good friend," he said.

As we chatted, one of the dogs entered the room. Billy explained that its owner had died, the dog had been skin and bones, in need of a good home, and he and Ruth had taken it in. Now it was not only healthy but also rambunctious! It wanted attention; it rubbed against us and wouldn't settle down. Finally, Billy asked his associate, John Akers, to lead it outside.

John tried. He got it halfway down the hall, but it came bounding back. John tried again; no luck. I got up, clapped my hands, and tried to hustle him toward the door. The dog ignored me.

Billy pulled himself from the chair, grasped his walker, and slowly urged and led the dog down the hall toward the door, where it bounded outside.

As Billy eased back into his chair, I thought, Here's another simple example of his leadership, like his graciousness and humility. He sees something needing to be done and, convenient or not, gets up and makes it happen. He does what God tells him needs doing. One of his associates told me the difference between Billy and so many other leaders is that when a major challenge or question loomed, Billy would spend all night on his knees in prayer.

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October 2006, Vol. 50, No. 10