The greatest trust one person can place in another is the trust of asking for advice. In other relationships, people only share parts of their lives—their property, their wealth, their reputation, or their family—but when someone is made a counselor, they are entrusted with everything. This means that those who give advice have a deep obligation to be honest and loyal.
Even the most capable leaders shouldn’t feel that seeking advice makes them weaker. In fact, the greatest leaders understand the value of counsel. God Himself is called “The Counselor,” and Solomon, known for his wisdom, said, “In counsel, there is stability.” If decisions aren’t debated carefully in council, they’ll be left to chance and instability, like a drunkard staggering around, constantly changing direction. Solomon’s own son learned the hard way how much power counsel has: the kingdom of Israel, beloved by God, was divided and weakened because of bad advice. This bad advice is a warning to us, marked by two clear signs: it came from people who were too inexperienced and was too aggressive in its approach.
History offers lessons on the importance of advice for rulers. The ancient myth of Jupiter and Metis symbolizes this. Jupiter, the king of gods, married Metis, the goddess of wisdom and counsel, showing that leadership must be united with wise advice. But the myth goes further: Jupiter swallowed Metis while she was pregnant, and later gave birth to Pallas Athena—fully armed—out of his own head. This strange tale reveals a strategy for leadership. Leaders should first refer matters to their counselors, letting their ideas develop. But once those ideas are ready, leaders should take them back, presenting them as their own, so that final decisions appear to come from the leader’s authority and intellect, as if fully formed and armed with wisdom.
Now, let’s consider the problems with seeking advice and how to overcome them. There are three main issues: first, sharing plans with counselors can make them less secret; second, relying on advice can make a leader seem less capable; and third, there’s the risk of being given advice that benefits the counselor more than the leader. In some cases, rulers have tried to avoid these problems by using small, secretive groups of advisors, called “cabinet councils,” but this can be worse than the problem itself.
On secrecy, leaders don’t have to share everything with every advisor. They can choose what to share and with whom. It’s also wise not to reveal final decisions while still seeking advice. However, leaders should be cautious not to leak their own plans unintentionally. In cabinet councils, a single careless person can cause more harm by boasting than many disciplined advisors can by keeping quiet. Some matters, requiring utmost secrecy, may need to be confined to one or two trusted individuals. These decisions, though secret, often succeed because they move forward with focus and unity, but such trust requires wise and loyal advisors, like King Henry VII, who only confided in Morton and Fox for his greatest challenges.
On authority, seeking advice doesn’t weaken a leader’s power; it can actually enhance it. Leaders look stronger when they actively guide discussions in council. Problems only arise when one advisor gains too much influence or when factions form, but these situations are usually easy to identify and address.
As for the risk of self-serving advice, it’s true that trust can be rare. However, there are people who are naturally honest, straightforward, and loyal—leaders should draw these people close. Advisors also tend to watch one another, so if someone gives biased advice, it’s likely to come to the leader’s attention. The best way to manage this is for leaders to know their advisors as well as their advisors know them. A great leader’s strength is understanding their team: “A ruler’s greatest virtue is knowing their people.” Advisors, on the other hand, should focus more on their leader’s goals than their personality, offering guidance instead of feeding their ego.
Leaders benefit from hearing their advisors’ opinions both privately and in groups. Private opinions tend to be more candid, while group discussions encourage more careful, respectful input. For junior advisors, private settings encourage openness; for senior advisors, group settings ensure proper respect. It’s also important to consult not just on issues, but on the people responsible for carrying out decisions. Success often depends on choosing the right individuals, and this choice is where errors are most commonly made.
Books, especially those written by experienced leaders, are valuable counselors because they speak plainly without bias. Reading widely ensures a broader perspective, particularly for understanding the experiences of others who have faced similar challenges.
Modern councils often rush to decisions, focusing more on action than thoughtful debate. For serious matters, it’s better to discuss an issue on one day and make a decision the next, allowing time for reflection—“In the night, counsel takes form.” This approach was successfully used during the historic discussions about uniting England and Scotland. Regular schedules for petitions can also help focus meetings on strategic matters.
When forming committees to prepare decisions, it’s better to choose neutral individuals rather than balancing strong opinions from opposing sides. Permanent committees for specific areas, such as trade or defense, are also useful, as they allow for focused expertise. Experts from different fields, like lawyers or military leaders, should present their views to committees before addressing the full council, and they should avoid overwhelming the council with too many voices or demands.
Finally, even small details, like the arrangement of a council table, can influence outcomes. A long table concentrates power at one end, while a round or square setup encourages broader participation. When a leader participates in council, they should avoid revealing their preferences too soon; otherwise, advisors may simply echo those views instead of offering genuine advice. Instead of true counsel, the leader will only hear what pleases them—“a song of flattery.”
Bacon Blueprint 