A Genuine Man and a Leader

A genuine man

André Rochais was a man from a modest background.  Throughout his life he retained the characteristics from his origins.  Everywhere and at all times, he lived his authenticity simply.  He was genuine and free.  For him, these two traits could not be separated.  His authenticity guided him to be himself in all circumstances, whether or not that pleased or displeased the person with whom he was speaking.
He lived his freedom in his words and in his actions.  And because he was a man who was fundamentally free, he could do nothing else other than to express authentically what he was living.  This attitude was almost disconcerting in a world where it is usual to place a sometimes extreme value on appearances.
All his other personality traits rested on this fundamental axis of a being which was completely free and therefore he was completely authentic in his views and in his behaviour.

A leader

As a leader he lived a fundamental kindness and a deep optimism.   In times of conflict or disappointments, he quickly found the positive aspects in what was happening and searched for ways in which this could take him further.  He was driven by his search for the truth in mankind and welcomed with great interest differences of opinion.

He generally carried about him an air of simplicity.  This often meant that he was often not recognised at first sight as the founder of PRH while strolling through the garden at La Puye or when he was working in a group.  He lived honestly with an audacious obedience to his intuitions and with a respect for the freedom of others.  As he himself said: “Being humble does not mean that I am nothing, that I am of no value.  To be humble is to accept what is, without sidestepping the issue, without cheating with the truth such that we discover whether it is beautiful or not.”

He was typically radical.  Nobody could distract him when he was in the middle of something, nor could they entice him to something that did not interest him just to please someone.  However, where people were concerned, their worries, their growth, he was then always interested and had a great capacity for listening.
To those he guided in either professional or personal development he never proposed half-measures.  He did not know half-measures, only the essentials required in order to progress attracted him.

He was an educator and a person who loved life.  In his work, when listening or responding, he communicated what he had lived and what he had experienced.  You did not get the feeling that he was being led by a doctrine to be addressed or a lesson to be given.

He was a man who knew how to govern.  He had an exceptional lucidity.  He knew how to energise and how to lead people.  He was always firm with regard to the core aspects but maintained flexibility with regard to their implementation.  He had a real ability to adapt.
He never stopped creating in order to enable well-adjusted progress.
He inspired trust.  When he gave a responsibility to someone, he trusted that person with it.  This attitude allowed each person to understand well their importance and to fully take their place.

He also had a great capacity for open-mindedness and for implementation.  He organised, created workshops, supervised administration, etc.  He was competent in many areas.