Page 14 of Whistleblower
“So, what do you want from me?”
“The past three companies you consulted for are now business powerhouses. You took startups and turned them into corporations, fast. How? Recruiting? Funding? How did you get these companies in fighting shape?”
“It’s simple. Happy people do good work. All I do is spend time with a company, see what they’re lacking by listening to the employees, finding like-minded individuals to recruit, giving leadership tangible short-term and long-term goals, and incentivizing everyone with something other than money. People spend most of their waking hours at work, it shouldn’t be spent in hell. Growth, success, ROI…it’s all about human capital.”
“How long does that usually take?” Callen picks his fork back up, cutting into his stack of pancakes with the side of his fork.
“Most companies—six months. Empress took longer. I was with them for a little over a year and a half in a consultant role before I was brought on board full-time”
“Okay, so split the difference. Give me a year.”
“To do what?”
“The world needs PALADIN. The FBI needs PALADIN. Luckily, for the first time since they were established, they need us. We have an opportunity to replenish their ranks and—”
“Close some cases?” I ask with an accusing look on my face.
“Exactly.” Stabbing his fork into the stack of pancakes, he continues, “The people they go after can hardly be considered human beings. Believe me when I say PALADIN operates for the greater good.”
I hate that phrase: the greater good. It’s usually how things like genocide and slavery are justified in an evil man’s mind. I’ve studied societal norms and group behavior for years at one of the most prestigious schools on the West Coast, and what I’ve learned about leadership is that you don’t always need a worthy cause to raise hell… You just need a convincing mouthpiece.
“What exactly is the problem you’re trying to solve?”
“I’ve got FBI agents who are afraid of the operatives, thinking they are loose cannons. And I’ve got the operatives who think the FBI is a joke. Nobody wants to work together. My only saving grace is that Vesper’s on my side. Without her cooperation, this whole thing falls apart. I have a lot of higher-ups with their eyes on me, making sure I see this project through, and I can’t afford for everything to fall apart. I secured a giant compound for everyone to come together and start acting like a team, but how do I mix oil and water?”
I study Callen’s pleading eyes and actually feel bad for him. “You need everyone to play nice in the sandbox together?”
“Exactly. Isn’t that what you’re great at?”
“Yes,” I say honestly. “But I work with tech geniuses, customer service representatives, and business managers. Not kill—” I stop myself. “Operatives.”
“They’re still people, Eden. They have jobs and responsibilities like everyone else. Ignoring what they do in the field, how would you approach this if it was a normal organization?”
Callen sticks his fork back into his mouth, now managing to chew slowly. His determined eyes are fixed on me, and I’m starting to wonder if I actually have a choice in taking this job.
“Research is the first phase. I need to understand the state of the company, but not from you. From the employee’s perspective. I’d set up interviews with every single agent and operative and would encourage them to speak freely about the issues at hand.”
“Okay, that sounds good. What then?”
“Part of research is understanding the group dynamic. You’d call a meeting and I’d come in and force everyone to do a little get-to-know-you icebreaker activity.”
Callen laughs, his eyes crinkling at the sides. “You think a bunch of operatives are going to tell you what their favorite movie and color is? Who cares?”
“I do. Never underestimate the power of building a good rapport, Callen. Taking an interest in your employees is a smart way to earn their trust. But truthfully, the icebreaker activity has nothing to do with the actual information, it’s to identify leadership. Employees who participate with enthusiasm, and are honest and vulnerable, have the most potential. Identify your potential quickly—promote them, reward them, get them on your side and aligned with your vision. Lead from the middle of the pack, not from the front.”
Callen stares at me, jaw dropped. “You should be a motherfucking TED talk.”
“I’ve done a few, actually.” Except they’ve probably been removed seeing as the comment sections on my seminars are now filled with hate speech and threats on my life.
“So, is that a yes?”
I can’t tell if the intrigue is coming from the excitement of a little controlled danger, or just actual hope that maybe the match isn’t over. Maybe I have one more round in me and can still bounce back from the disaster that is my life.
“Just a year?”
“One year. Help me build this team to its full potential and I guarantee you can retire after one year. You’ll never worry about money again.”
“Where’s the job?”