That Is Not My Job: The King’s Cross Tragedy

Minutes before disaster struck in November 1987, a commuter at London’s King’s Cross Underground station stopped an employee named Phillip Brickell. The commuter reported a piece of burning tissue by the escalator. Brickell put out the small fire but didn’t think to check where it came from, nor did he tell anyone else. No one called the fire department.

Fifteen minutes later, another passenger told a different staff member about smoke coming from the escalator. This time, safety inspector Christopher Hayes went to investigate, but as he walked past the sprinkler system, he didn’t activate it—he’d never been trained or authorized to use it. It was controlled by another department.

Reports of smoke kept trickling in from passengers, but station staff had no idea the fire had spread to a full-blown blaze elsewhere in the station. By the time thick smoke filled the air, it was too late for the staff to handle it alone. King’s Cross, one of London’s busiest subway stops, was a maze of old escalators and tunnels. Thousands passed through daily, but that day, a single burning tissue set the scene for tragedy.

The leadership at King’s Cross believed employees should stay within their lanes—stick to their job descriptions and leave things like calling the fire department for “necessary” situations. Thirty-one people lost their lives that day, and 100 more were injured. All from a simple fire that escalated into a catastrophe.

What went wrong? The culture. This was an organization where “that’s not my job” ruled the day. Sound familiar?

It’s not that they didn’t have routines—they did. What they didn’t have was a process for this kind of emergency. And worse, they had built a culture where people wouldn’t overstep their boundaries, even in a life-or-death situation.

So, what’s the lesson here?

1. Safety Training Is Crucial – It seems obvious, but training in fire safety and evacuation procedures should be non-negotiable. No one took ownership of fire safety that day, and the result was devastating.
2. Understanding the Bigger Picture – No matter what industry you’re in, employees need to know how their roles connect with others. Breaking down silos and improving inter-departmental communication can make a huge difference.
3. Creating a Culture of Openness – Authority shouldn’t mean intimidation. Employees should feel safe to speak up, especially on the front line. Conversations about safety need to be open and continuous at every level.
4. Defining the Right Behaviors – When people understand the impact of their actions, they’re more likely to make better choices. Building this culture isn’t easy, but it’s necessary.

Is it a quick fix? Not by a long shot. But as the saying goes, “Give me six hours to chop down a tree, and I’ll spend the first four sharpening the ax.” It’s all about getting to the root of the problem. Without processes and the right culture, organizations risk disaster. Habits are formed in the small choices employees make every day.

If this hits home, leave a comment. And think about ways to bring these lessons into your own organization, if it’s relevant

Tony Ragoonanan is the Founder of  V-Formation Training & Development. As a Trainer and Performance Management Specialist, he helps individuals, teams, and businesses to align behaviours and goals, create the right organizational culture and maximize capability. Outside of this, it’s all about family, football, and fitness!!

868-681-3492 | tonyr0909@gmail.com