Article
Comment
Community
Grenfell disaster
Justice
4 min read

Grenfell – what should happen now?

Six urgent priorities that should follow the Inquiry

Graham is the Director of the Centre for Cultural Witness and a former Bishop of Kensington.

A tube train runs on a raised track, in the distance is a tower block wrapped in white material with a green heart on it.

I remember standing at the base of Grenfell Tower on the morning of the 14th June 2017, talking with firefighters, gathering clergy to act as emergency volunteers, praying with evacuees from the surrounding blocks, as the building still smouldered. At the time the question on everyone’s lips was: how could something like this happen in sophisticated twenty-first century Britain? 

Now we know. 

In one sense the Public Inquiry into the Grenfell tower fire told us nothing new. Few people who have followed the Inquiry over the last six years will have been surprised by its conclusions. What is new is to see the dreadful catalogue of ‘incompetence dishonesty and greed’ laid out in excoriating detail for all to see. 

So what should happen now? At least six things must be on the agenda: 

  1. Combustible cladding on remaining buildings around the country should be removed as soon as possible. Government estimates suggest there are 4,600 buildings around the country with unsafe cladding. Less than one third of them have had their remediation completed, and work is yet to start on half of them. And, astonishing as it may sound, this is now more than seven years after Grenfell. Cladding that is illegal on new buildings can still remain on existing ones. Developers and owners who are responsible for this state of affairs should be made to pay for the remediation rather than passing those costs on to leaseholders, or delaying remediation for technical and bureaucratic reasons. Institutional resistance to this, as outlined recently by Michael Gove, someone who from my dealing with him on Grenfell, was one of the better politicians to deal with this issue, has to be overcome with urgency. 

  2. Prosecution of those who have been identified in the inquiry as bearing responsibility for the fire should also be brought as soon as possible. The police investigation suggests that it will be a number of years before court cases take place. The victims of this tragedy have already had to wait seven long years and now face the prospect of another three or even more years until justice is served. That is too long.  

  3. Those named and shamed in the report should examine their own hearts. Some remorse and apology has been evident from some, but not enough. Many still deny responsibility despite seven years of evidence-gathering. This is not a matter of revenge, but an indispensable step towards justice for everyone. Those named have presumably carried a burden of guilt over these past years. The Christian doctrine of repentance, confession and absolution tells us that there is a relief in finally admitting culpability, bearing the penalty, and finally, once all this has happened, receiving a measure of absolution.  

We might look back on Grenfell as a turning point in our life together: a fitting memorial for those who tragically died on that terrible night. 

  1. The companies involved often have big pockets and the bereaved and survivors are ordinary people without the resources to pay expensive legal fees. The government should set aside a sum of money to enable victims, if they wish, to bring a civil case against those accused in the report. Arguably this should have happened many years before to speed up the process of justice.  

  2. A wider debate needs to take place in our society as to how we place love for neighbour at the heart of national life. A libertarian individualism which focusses on personal fulfilment and a view of freedom as doing what we like as long as we don’t harm others, rather than freedom to do the good has led us to this point. What would it mean in company law, for example, for each business or institution to have to explain how it is seeking the genuine welfare of its staff, clients and customers, not as an add on in their ESG agenda, but as the primary purpose of the organisation?  

  3. We need a spiritual renewal. Toleration rather than persecution of the neighbour was a good legacy of the Enlightenment, but it is not enough to build a well-functioning society. We are commanded not just to tolerate our neighbours but to love them. And this only be justified if my neighbour has ultimate transcendent value. The new atheism was an act of cultural vandalism, undermining faith in God, an objective basis for each human life, and having nothing to replace it with. As Nick Cave recently put it: “People need meaning. And secular society has not come up with the goods.” This is why religious traditions including Christianity have tended to link love for God to love for neighbour. What that spiritual renewal looks like is hard to tell, and yet we have perhaps seen a stirring of it in recent times.  

If something approaching those six things happened, then we might look back on Grenfell as a turning point in our life together: a fitting memorial for those who tragically died on that terrible night.

Article
Comment
Work
4 min read

Can KPIs really measure what matters?

Distilling down worth risks losing something sacred

Rick writes and speaks on leadership, transformation, and culture.

A person leans on a balcony rail.
Which box this year?
Yogi Atmo on Unsplash

I remember recently when I was reduced to a data point. I became an inconvenient name on a spreadsheet. 

"Your services are no longer needed. We have to let you go," he stated with feigned empathy. Just like that, years of my work and contributions - hours, days, weeks, months - ceased to matter. I didn't matter. "HR will contact you shortly to explain the final details. Again, I am truly sorry." 

The Zoom meeting ended, the camera went blank. I sat in my home office, staring at the blank screen of the company-issued laptop. The only sounds were the disheveled thoughts scrambling in my head and the gentle hum of the fan circulating cool air from the ceiling above. All went quiet. Just like that I was reduced to a KPI - a key performance indicator.

Having spent years in the business world, I'm well-acquainted with its dynamics, including hiring and firing. I recognize ambition and its relentless pursuit of progress. Still, it felt like a personal blow, like a scene on Instagram or YouTube you replay endlessly on loop, trying to comprehend, trying to make sense of it all.

As your value is quantified and found wanting, a sacred inner part of you perishes. In that moment, it’s hard to feel the wonder and mystery of your creation. You don’t feel what for centuries has been called the imago Dei - that we humans are made in God’s image. Instead, you think about how you were just told “we don’t need you.” You think about paying your bills? How will this impact your career? Where will you find your next job? 

As a leader, I understand metrics are crucial for business. However, this pervasive culture of metrics has warped our perception of worth. Instead of marveling at the wonder of being made in the image of God, we have become trained to value only what can be counted. We’ve become both deaf and blind to the unquantifiable beauty of human existence.  

We’ve prioritized metrics over people. We’ve created a world where efficiency presides over meaning and productivity overshadows purpose. Ironically, this has crippled entire organizations, not optimized them. Critical components like morale, engagement, and productivity are at an all time low. Just check the numbers. (See what I did there) 

We have built a ruthless culture defined by a dehumanizing machinery of metrics. People have become problems to be optimized rather than mysteries to be revered. 

If we let our job define us and if as leaders we let it define our mystery and those we lead, we succumb to a cancerous, spiritual violence. To treat a person as a set of outputs is to willinging deny our capacity to reflect a divine truth.   

Does it have to be this way?

William Blake's poem, "The Divine Image," eloquently conveys a core theological principle: humanity mirrors the divine, embodying God's very image. We are an irreducible, immeasurable value. 

For Mercy, Pity, Peace and Love

Is God, our father dear

And Mercy, Pity, Peace and Love

Is Man, his child and his care.

Are we imago Dei? Are we the very image of God the first chapter in Genesis speaks of?

Is this true? Are we always irreducible, immeasurable? Or is this just a conversation to have in a broader discussion when contemplating humanity’s place in the cosmos? 

What about the workplace? What about when human worth is distilled into key performance indicators that then become the only thing measured, the only things that defines a person’s worth? What happens when our irreducible human value, this imago Dei is distilled to mere data points on business dashboards? To KPIs.

On one hand, nothing happens; we are still a complex mystery of God’s creation. We are still immeasurable, irreducible. We are imago Dei. On the other hand, something does happen to the person. Something sacred is expunged. Our infinite complexity like emotions, dreams, quirks, ideas, feelings, and virtues are reduced and transcribed into metrics and evaluated against random data sets. Perhaps this is where the shallow quip originates? “It’s not personal. It’s just business.” 

I mean I get it. In the business world, we are a metrics driven culture, quantifiable data points are seemingly the only identifier of worth. It drives the business, right? 

We read in our company handbooks that, “our people make the difference.” In reality, we all know that data is the true currency. It is here, I argue, that the soul gets buried beneath spreadsheets and the image of the divine is lost within a myriad of data sets. 

We must raise a quiet but profound rebellion. 

Our spirit of God’s very image that thrives in a mutual wonder and shared humanity cannot be replaced by a zero-sum race for higher scores. 

Ask someone at work “How are you doing?”, actually listen to them and engage, and only then ask, “How are you doing with your targets?” Metrics are important, but the person behind them is essential.  

When we become our job or when we think those we work with are defined only by how well they do their job, we are all vulnerable to this sacred loss. Our goal is not our job. Our purpose is not how and if we hit our metrics.  Instead, our sole aim should be to seek how to better understand this mystery of this life - this imago Dei - that we have been given and how to share it with others.  

This reminds me of the saying, "Not everything worthwhile can be measured, and not everything that can be measured is worthwhile."

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