After years of trying to discipline him, the leaders of al-Qaida’s North African branch sent one final letter to their most difficult employee. In page after scathing page, they described how he didn’t answer his phone when they called, failed to turn in his expense reports, ignored meetings and refused time and again to carry out orders.
Most of all, they claimed he had failed to carry out a single spectacular operation, despite the resources at his disposal.
The employee, international terrorist Moktar Belmoktar, responded the way talented employees with bruised egos have in corporations the world over: He quit and formed his own competing group. And within months, he carried out two lethal operations that killed 101 people in all: one of the largest hostage-takings in history at a BP-operated gas plant in Algeria in January, and simultaneous bombings at a military base and a French uranium mine in Niger just last week.
The letter, signed by the group’s 14-member Shura Council, or governing body, describes its relationship with Belmoktar as “a bleeding wound,” and criticizes his proposal to resign and start his own group.
“Your letter … contained some amount of backbiting, name-calling and sneering,” they write. “We refrained from wading into this battle in the past out of a hope that the crooked could be straightened by the easiest and softest means. … But the wound continued to bleed, and in fact increasingly bled, until your last letter arrived, ending any hope of stanching the wound and healing it.”
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