Article
Creed
Economics
Seven Deadly Sins
Sin
6 min read

Greed: “No, I’ll never have enough”

In the third of a series on the Seven Deadly Sins, Jane Williams highlights how Greed destroys both individuals and societies.

Jane Williams is the McDonald Professor in Christian Theology at St Mellitus College.

Piles of money

In the old Humphrey Bogart film, Key Largo, the villain, played with a vicious childishness by Edward G. Robinson, is asked by Bogie what he wants. Rocco, Robinson’s character, thinks for a bit and then says that what Rocco wants is MORE!  ‘Will you ever have enough?’, Bogie asks, and Robinson thinks about it for a moment before replying, ‘I never have so far. No, I’ll never have enough’. 

That is Greed, in a vivid nutshell. Rocco doesn’t want anything particular, and he doesn’t value anything in itself; he just has a vast, unspecific, insatiable desire for anything and everything, particularly if it belongs to someone else. 

Rapacious greed does not love what it desires; it is driven to possess; it does not value what it has. 

Greed, like all the Seven Deadly Sins, is a ‘capital’ or ‘cardinal’ sin, meaning it is a disposition from which destructive, abusive actions flow. Having this over-mastering tendency to Greed makes us act in a whole variety of ways that are damaging and abusive to others and to ourselves. Greed leads to a variety of ‘sins’. Rapacious greed does not love what it desires; it is driven to possess; it does not value what it has, because while there is ‘more’ out there somewhere, greed must have it. It does not care what or whom it attacks or destroys: anything that stands in its way must be obliterated. It does not want to admire or use what it seeks, it merely needs to possess it, and the moment the sought after thing is achieved, all-consuming greed moves onto the next thing, always seeking ‘more’, always despising what it has, as not enough. 

Greed is destructive both on the personal front and also as it shapes societies. Individuals ruled by greed cannot maintain love or friendship or loyalty: their eyes are always on the next thing, always hungry for what they have not got. They leave behind them, without a backward glance, hurt and broken friends, family, colleagues, jobs. And if the fallout is clear for all the people around someone driven by greed, it is also obvious that it destroys the greedy, too.  

Overpowering greed empties even the greedy of worth; they can never be successful, because they do not have what they want – everything. 

Nothing can ever satisfy someone consumed by greed; there is no rest, no peace, no pleasure, because the world is full of things still to be grabbed at.  Jesus is quoted as having said, ‘Where your treasure is, that’s where your heart will be’. It’s a warning to beware of what you long for, because we are so powerfully shaped by our desires. But if all Greed longs for is ‘more’, then, in the end, the greedy person or society has no heart at all. It is shaped only by a drive for possession, opening up a vast and echoing emptiness where an actual longed-for being or thing should live. Overpowering greed empties even the greedy of worth; they can never be successful, because they do not have what they want – everything.  

It is obvious how Greed is deadly for individuals, but it is also deadly when it becomes a motivating force for society at large. The media have recently been talking again about ‘greedflation’. The theory behind the term is much debated, but the word itself is instantly memorable. Institutions that are governed primarily by the need for ‘more’ drive an insatiable economy, always needing more consumers, more profit, more rewards. Dissatisfaction and envy are the necessary tools of a society, an economy, of Greed. Individuals and groups that try to opt out of this out-of-control consumerism are viewed as a threat, and must be diminished, dismissed, cast out. It is dangerous in such a society ever to ask, ‘Do we really need more?’ That is the Emperor’s New Clothes question, which must be avoided at all costs. Surveys that ask people at different income levels whether they feel that they have enough nearly always find that everyone would like just a little bit more. Everyone would like to be at the next level up of income and possessions; but if they achieve that next level, then, strangely, they find that it is actually the level above that that really want.  

Contentment lays an axe to the roots of Greed. It allows us to see what we have and value it.

The World Happiness Report, which has been regularly updated for the last 10 years, works with a complex set of definitions of what makes for happiness, for individuals and for societies. Finland regularly tops the chart of Happiest Countries in the world, which Finns find a bit puzzling, apparently. They don’t see themselves as cheerful, jolly people, but they do speak of a national characteristic that might be described as contentment. Contentment lays an axe to the roots of Greed. It allows us to see what we have and value it, rather than despising it because there are things we do not have. 

One of the values that The World Happiness Report notes as making for greater happiness is altruism – doing good and receiving goodness from others makes both parties happier. The Christian tradition has known this for a long time. Cardinal Sins have their opposing Cardinal Virtues, dispositions that we can cultivate to help us to free ourselves from enslaving habits, like Greed. ‘Charity’ is the Cardinal Virtue that undermines the sin of Greed. When we give to others from our own resources, of time, money, attention, care, prayer, help of any kind, we begin to loosen the deadly grip of insatiable Greed upon ourselves and our world. Greed can’t live alongside Charity, or altruism; charity sees real people and situations in need, and supplies what it can from its own resources; Greed sees only more and more objects to be acquired, never able to see what it already has, never able to share or be content. 

Deadly Sins lead to behaviour that makes for misery, both for those driven by them, and for those on the receiving end of them. That is why they are called ‘deadly’. They are not just a bit naughty; they are actively destructive of human flourishing, both personal and communal. There is so much in our society that positively encourages Greed, the reckless desire for More, which can never be satisfied. But there are ways of combatting this most pernicious of habits.  

One is the practice of gratitude: instead of thinking about what we haven’t got, or would like to have, or what someone else has, we can think of what we have got, and think of it as gift, something to say thank you for. It’s a good habit to build into every day, perhaps as we go to bed, taking just a few minutes to think about the good things that have come to us that day: a child’s smile, a gleam of sunshine, a hug from a friend or partner, a delicious piece of bread; everyday things that we can take for granted, in which case they go unnoticed; or we can see that they are  gifts to be grateful for, which enlarge our spirit and our wellbeing. Gratitude is a virtuous circle: it is lovely to be on the receiving end of gratitude, as well as to practice being grateful. And gratitude often leads to another excellent practice for undermining Greed, which is charity, or altruism. If we are learning how to say thank you for what we have, we may also want to share what we now notice that we have. If we’ve given the gift of gratitude, and seen how it makes us and the receiver feel, we may want to extend that further and further. Worth a try? 

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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