Ambition is like fire—it drives people forward, making them active, eager, and full of energy when it has room to burn freely. But if it’s stifled or blocked, it turns destructive, smoldering into bitterness and harmful intent. Ambitious people who have clear opportunities to climb and grow tend to be more energetic than harmful. However, when their progress is stalled, they become frustrated, resentful, and critical of those around them. They take pleasure in seeing things fail—a dangerous quality in someone serving a leader or in an organization.
For rulers, ambitious individuals can be useful, but only if they’re allowed to move forward in some way. If their path to success is completely closed, they might turn against their masters, ensuring that if they can’t rise, the system they serve will fall with them. The best solution, then, is often to avoid using such people unless absolutely necessary.
There are moments when ambitious people are indispensable. For example, in times of war, a leader must recruit the best commanders, even if they are highly ambitious.A soldier without ambition is like a car without fuel—they can’t move forward or reach their potential. Similarly, ambitious individuals can act as shields for leaders, taking on dangerous or unpopular tasks that others wouldn’t dare to touch. They are like blinded doves, soaring upward without fear because they can’t see the risks around them.
Ambition is also useful for bringing down overpowered figures. For instance, the Roman emperor Tiberius used an ambitious subordinate, Macro, to topple his rival Sejanus. However, once their purpose is fulfilled, ambitious people need to be controlled carefully to prevent them from becoming threats themselves.
The risks of ambition are lower if the individual is from a humble background rather than nobility, has a rough and unpolished character rather than charm and popularity, or is newly elevated and inexperienced rather than deeply entrenched in power.
Some see it as a weakness for leaders to have favorites, but such relationships can actually curb ambition. When a ruler’s attention flows through a trusted intermediary, no one person can become too powerful. Another way to manage ambitious people is to pit them against others with similar traits, ensuring their rivalries keep them in check. However, this requires wise, balanced advisors to stabilize the situation, much like a ballast steadies a ship.
A more subtle approach is to keep ambitious individuals guessing. By alternating between rewards and punishments, they never feel secure and are less likely to act boldly against their leader. On the other hand, if they are fearless and daring, this method might backfire, making them more dangerous.
Not all ambition is equally harmful. The desire to achieve great things is far less damaging than the urge to meddle in everything. The former, though ambitious, can lead to progress, while the latter causes chaos and disrupts productivity. An ambitious person who strives to stand out among capable peers contributes to society, but one who seeks to dominate among weak and dependent individuals harms an entire generation.
True honor comes from three things: the ability to do good, access to influential people, and the improvement of one’s own fortune. Someone with noble intentions in their ambition is honest, and a leader who can recognize these intentions in others is wise.
In the end, rulers and organizations should choose leaders who are more committed to their duties than to personal advancement—those who take on work out of principle rather than vanity. They must distinguish between those who are simply eager to help and those whose ambition drives them to take over.
Bacon Blueprint 