is, unquestionably, that of facilitating the execution of his orders by their clearness of style. Whatever may be the real business of a chief of staff, the greatness of a commander-in-chief will be always manifested in his plans; but if the general lacks ability the chief of staff should supply it as far as he can, having a proper understanding with the responsible
I have seen two very different methods employed in this branch of the service. The first, which may be styled the old school, consists in issuing daily, for the regulation of the movements of the army, general instructions filled with minute and somewhat pedantic details, so much the more out of place as they are usually addressed to chiefs of corps, who are supposed to be of sufficient experience not to require the same sort of instruction as would be given to junior subalterns just out of school.
The other method is that of the detached orders given by Napoleon to his marshals, prescribing for each one simply what concerned himself, and only informing him what corps were to operate with him, either on the right or the left, but never pointing out the connection of the operations of the whole army.3 I have good reasons for knowing that he did this designedly, either to surround his operations with an air of mystery, or for fear that more specific orders might fall into the hands of the enemy and assist him in thwarting his plans.
It is certainly of great importance for a general to keep his plans secret; and Frederick the Great was right when he said that if his night-cap knew what was in his head he would throw it into the fire. That kind of secrecy was practicable in Frederick's time, when his whole army was kept closely about him; but when maneuvers of the vastness of Napoleon's are executed, and war is waged as in our day, what concert of action can be expected from generals who are utterly ignorant of what is going on around them?