A couple of weeks ago I heard a presentation about how Andrew Carnegie set up the Carnegie Library system and how many of the libraries survived. As I listened, I realized the story of Carnegie’s philanthropy offered a lesson for all business people.
Frequently called the “Patron Saint of Libraries,” Carnegie built 2,509 libraries in the late 19th and early 20th centuries worldwide with 1,679 in the United States.
Why did he spend $55 million on these buildings?
He had two reasons. He thought that in America anyone with access to books and the drive to learn could teach himself and be successful because of what he had learned. He also wanted to help fellow immigrants get the knowledge of the American culture that they needed to survive. He felt libraries offered the opportunity to address both of these situations.
Since Carnegie had arrived in America without an education, he stated that the first reason meant the most. Growing up in Pittsburgh, he did not have time to attend school since he worked long hours every day. He was very appreciative of Colonel Anderson, a retired merchant, who loaned books from his library to local boys.
Andrew took advantage of that opportunity and later cited the Colonel’s generosity as inspiring Canegie’s. “This is but a slight tribute and gives only a faint idea of the depth of gratitude which I feel for what he did for me and my companions. It was from my own early experience that I decided there was no use to which money could be applied so productive of good to boys and girls who have good within them and ability and ambition to develop it, as the founding of a public library in a community.
“Whatever agencies for good may rise or fall in the future, it seems certain that the Free Library is destined to stand and become a never-ceasing foundation of good to all the inhabitants.”
After achieving substantial wealth, Carnegie decided to offer communities across America that he would build each a library. His proposition was that he would design, pay for, and oversee the construction of the building, which was 90% of the project. He wisely stipulated that the community had to contribute the books, staff, and management of the facility, which was equal to 10% of the project.
At first glance, his plan seemed sound and generous. He gave 90% but assured the community’s interest by making it agree to give 10%, which included the all important books. That way, the community retained control of book selection, staff, and management. Carnegie put his stamp on the building with unique, stunning architectural designs and his name somewhere above the door.
Over time, however, the flaw in his plan has been revealed. While the communities met the initial contribution, maintaining the library over the long run proved challenging. As city governments were pressured with shrinking budgets and demands from other projects, setting aside monies for the library grew increasingly difficult. For half of the communities, this was too much, and the library was closed.
You might be thinking, times change. Libraries change. Carnegie could not have expected the libraries to continue forever. Perhaps he did. After all, he also established a foundation that is still well-run, well-funded, and going strong. Why wouldn’t he expect the libraries to do the same?
His error with the libraries was not thinking ahead and addressing the pitfalls of scarce funding. He changed his objective from offering materials for learning to building beautiful buildings with his name prominently displayed on them. To accomplish his original objective, he could have spent less on the construction and set up a small foundation with each building that would ensure the library’s future funding.
I know from experience that drifting away from your original objective happens. That is why you write down your objectives and read them weekly to check that you are on track.
This week's marketing trivia challenge is How often do you check your written objectives? E-mail me your answer.
Frequently called the “Patron Saint of Libraries,” Carnegie built 2,509 libraries in the late 19th and early 20th centuries worldwide with 1,679 in the United States.
Why did he spend $55 million on these buildings?
He had two reasons. He thought that in America anyone with access to books and the drive to learn could teach himself and be successful because of what he had learned. He also wanted to help fellow immigrants get the knowledge of the American culture that they needed to survive. He felt libraries offered the opportunity to address both of these situations.
Since Carnegie had arrived in America without an education, he stated that the first reason meant the most. Growing up in Pittsburgh, he did not have time to attend school since he worked long hours every day. He was very appreciative of Colonel Anderson, a retired merchant, who loaned books from his library to local boys.
Andrew took advantage of that opportunity and later cited the Colonel’s generosity as inspiring Canegie’s. “This is but a slight tribute and gives only a faint idea of the depth of gratitude which I feel for what he did for me and my companions. It was from my own early experience that I decided there was no use to which money could be applied so productive of good to boys and girls who have good within them and ability and ambition to develop it, as the founding of a public library in a community.
“Whatever agencies for good may rise or fall in the future, it seems certain that the Free Library is destined to stand and become a never-ceasing foundation of good to all the inhabitants.”
After achieving substantial wealth, Carnegie decided to offer communities across America that he would build each a library. His proposition was that he would design, pay for, and oversee the construction of the building, which was 90% of the project. He wisely stipulated that the community had to contribute the books, staff, and management of the facility, which was equal to 10% of the project.
At first glance, his plan seemed sound and generous. He gave 90% but assured the community’s interest by making it agree to give 10%, which included the all important books. That way, the community retained control of book selection, staff, and management. Carnegie put his stamp on the building with unique, stunning architectural designs and his name somewhere above the door.
Over time, however, the flaw in his plan has been revealed. While the communities met the initial contribution, maintaining the library over the long run proved challenging. As city governments were pressured with shrinking budgets and demands from other projects, setting aside monies for the library grew increasingly difficult. For half of the communities, this was too much, and the library was closed.
You might be thinking, times change. Libraries change. Carnegie could not have expected the libraries to continue forever. Perhaps he did. After all, he also established a foundation that is still well-run, well-funded, and going strong. Why wouldn’t he expect the libraries to do the same?
His error with the libraries was not thinking ahead and addressing the pitfalls of scarce funding. He changed his objective from offering materials for learning to building beautiful buildings with his name prominently displayed on them. To accomplish his original objective, he could have spent less on the construction and set up a small foundation with each building that would ensure the library’s future funding.
I know from experience that drifting away from your original objective happens. That is why you write down your objectives and read them weekly to check that you are on track.
This week's marketing trivia challenge is How often do you check your written objectives? E-mail me your answer.
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