Sometimes in life you have one of those conversations that will stay with you forever, the type of discussion that changes the way you think.  Today was one of those days.  Over the course of the past eight weeks, the other Houston interns and I have talked at length about leaders, or to be specific, what makes a good one.   Earlier this morning I was lucky enough to secure an interview for my dissertation with Paul Rusesabagina, someone whom I believe encompasses all of the traits I identify with being one of life's greatest examples.

For those of you who are not familiar with him, Paul is the character on whom Don Cheadle's character is based in the Oscar winning blockbuster, "Hotel Rwanda".  He was responsible for saving thousands of lives during the Rwandan Genocide of 1994 and has since dedicated his life to the pursuit of justice for the estimated 800,000 who were slaughtered throughout the three-month period.

Paul is undoubtedly the most courageous person I have ever had the pleasure of meeting.   He bargained with high-ranking officials from the governing party, Hutu Power, to ensure the survival not only of his family, but also that of perfect strangers.  He did so at great personal risk.  Paul was not a political figure; instead he was a manager at the local four-star Hôtel des Milles Collines who used the little influence he had to help others.  He would shelter both Tutsis and Hutu moderates who would have otherwise faced almost certain death at the hands of the Interahamwe machetes.  No stranger to difficult conversations, he would often plead for the life of an individual at gunpoint.  He made unpopular decisions, risking his life, his reputation and his position at the hotel for what he saw as the greater good.

Throughout the interview Paul speaks with real passion.  I believe it was this fervor that compelled his staff to risk their own lives and follow suit.  He has that rare ability to be able to persuade others without coercing them, conveying his vision by way of clear and concise instructions under the most immense of pressures.  Furthermore, Paul demonstrated great empathy towards his staff which comprised of both Hutus and Tutsis.  Inconceivably he encouraged collaboration between the two factions to reach a common goal: their mutual survival.

Paul had to adapt to the varying circumstances in which he found himself, regularly having to think on his feet in order to forge a way forward.  In addition to the obvious dangers, he had to maintain the running of the business, such as the provision of food and water and ensuring the safety of residents in light of the withdrawal of United Nation peacekeeping forces.  Breaking deals with Hutu and UN officials alike, Paul had to dispel any notions of '...But this is how we've always done things' and be creative in his responses to problems.  Moreover, he had a clear sense of timing, knowing when to act, and probably just as importantly, when not to.

If I am to take anything away from the conversation, it would be the following: leaders can often come from the most unexpected of places, i.e. you needn't be in a position of authority to be a leader; being popular and being a successful leader does not necessarily go hand in hand; that valuable teams do not need to compose of like-minded individuals and finally, that the ability to be prepared to revise your original position requires an element of personal bravery.