Tito Rutaremara has known President Paul Kagame for nearly four decades. They have worked together through war, political transitions and the difficult process of rebuilding Rwanda.
Yet, according to Rutaremara, there are aspects of Kagame’s personality and leadership that even people who follow him closely may not know or don’t pay attention to.
In an exclusive interview with Taarifa Rwanda, Rutaremara, who chairs the Rwanda Elders Advisory Forum (REAF), was asked to identify five things about Kagame that the public rarely gets to see.
His answers went beyond the familiar image of a disciplined, demanding and strategic leader. He spoke about Kagame’s ability to anticipate the future, his willingness to listen, his compassion for others and a surprisingly relaxed personality behind the seriousness of public office.
A leader who sees what others cannot yet imagine
The first quality Rutaremara identified was Kagame’s ability to recognise opportunities long before others understand their potential.
He described a leader who can present an ambitious idea that initially appears impossible, explain how it can be achieved and then personally follow through to ensure that it becomes a reality.
“Sometimes he sees something so far ahead that you wonder whether it is even possible. But he shows you how it can be done, helps you get started and follows up on the implementation,” Rutaremara said.
What distinguishes Kagame, in his view, is not simply the ability to dream big, but the discipline to translate those ambitions into practical results.
Rutaremara, who has worked with different leaders over the years, said he has never encountered another with quite the same combination of foresight and determination.
He listens, even when he disagrees
The second quality concerns how Kagame handles ideas and opinions from others.
Rutaremara described him as an attentive listener who encourages people to think critically rather than simply accepting or rejecting their proposals.
When someone approaches Kagame with an idea, he explained, the President may ask that person to reconsider certain aspects, develop the proposal further or join others in discussing its merits.
“You can bring him an idea, and he listens. Sometimes he tells you to go back and think about it again. Other times, he says it makes sense and suggests bringing other people together to discuss it,” Rutaremara explained.
He said Kagame is particularly good at identifying useful ideas, regardless of who proposes them, and finding ways to turn them into action.
For Rutaremara, this reflects a leadership approach in which consultation, personal responsibility and execution reinforce one another.
He also praised Kagame’s discipline, saying the President seeks to lead by example rather than demand standards he does not observe himself.
A compassionate side that rarely makes headlines
Perhaps the most personal revelation concerned Kagame’s compassion.
Rutaremara said that behind the President’s demanding leadership style is someone who cares deeply about people’s circumstances, including those who struggle to meet expectations.
He explained that Kagame sometimes gives underperforming officials additional opportunities by assigning them different responsibilities rather than immediately dismissing them.
According to Rutaremara, the President may continue trying to help someone succeed until it becomes clear that further efforts are unlikely to work.
His concern for others, however, is not limited to colleagues.
Rutaremara recalled occasions when Kagame learned of serious road accidents involving Rwandans, including incidents along routes from Uganda, and immediately sought ways to secure emergency medical assistance.
He said the President would sometimes call for helicopters and other resources to evacuate injured people to hospitals where they could receive appropriate treatment.
“He is extremely compassionate,” Rutaremara emphasised.
It is a quality he believes receives relatively little public attention, partly because many of these decisions take place away from cameras and official ceremonies.
The serious President who enjoys a good laugh
Kagame’s public appearances are often characterised by seriousness, precision and a direct manner of speaking. But Rutaremara said that anyone who knows him personally would recognise another side.
Away from formal engagements, Kagame enjoys conversation, jokes and laughter.
“You sit together, you talk, you laugh, you joke,” Rutaremara said.
He described an atmosphere in which people can relax, exchange stories and enjoy ordinary moments without every conversation revolving around politics or government business.
For someone whose public responsibilities frequently involve difficult decisions and demanding expectations, this more informal personality may come as a surprise to those who know him only through speeches and official appearances.
A man who can talk about anything, including maize
The fifth quality Rutaremara highlighted was Kagame’s humility and ease in ordinary conversations.
He said the President is comfortable discussing everyday matters, including food, maize and other subjects far removed from the affairs of state.
These conversations, he explained, are often relaxed and spontaneous, revealing someone who does not feel compelled to maintain the formality of his office in every personal interaction.
Rutaremara considers this an important distinction between the public perception of Kagame and the individual he has known for decades.
By the time he finished answering, Rutaremara laughed, realising he had probably mentioned more than five qualities.
“I have told you more than five,” he joked, explaining that he had deliberately focused on things other people rarely get to see.
Nearly four decades of shared political history
Rutaremara’s assessment is particularly significant given his place in Rwanda’s political history and his longstanding relationship with Kagame.
He was among the figures involved in establishing the Rwandan Patriotic Front (RPF-Inkotanyi) in 1987, while Kagame later emerged as a central military leader during the liberation struggle that ended the 1994 Genocide against the Tutsi.
Their association continued after the liberation struggle, as Rwanda embarked on reconstruction and the establishment of new political and governance institutions.
Rutaremara subsequently held several senior responsibilities in the RPF and the Rwandan state, becoming one of the veteran figures associated with the country’s political thinking and institutional development.
His observations therefore reflect more than personal familiarity. They come from years of watching Kagame make decisions, manage colleagues, confront difficult situations and pursue ambitions that initially appeared beyond Rwanda’s reach.
They also offer an insight into the political thinking that has influenced Rwanda’s development. Rutaremara’s description of Kagame is of a leader who combines ambitious long-term planning with close attention to implementation, who values ideas from others but expects them to withstand scrutiny, and who balances demanding standards with concern for individuals.
These are, of course, Rutaremara’s personal assessments, shaped by a long professional and political relationship.
But what makes the exclusive interview revealing is his decision to look beyond Kagame’s achievements, authority and public reputation.
Instead, he draws attention to the individual behind the office: someone who, in Rutaremara’s experience, can be demanding without being unwilling to listen, ambitious without losing sight of practical realities, and serious about leadership while still finding time for compassion, humour and ordinary human conversation.
Full interview this weekend.
