Stop asking Claude one question. Build a five-advisor council instead.

Step 01Frame your question neutrally

This is the step everyone skips, and it quietly ruins the whole thing. If you ask "should I raise my prices, because I really think I should," you have already told Claude the answer you want, and a good council will not argue with a leading question. State the decision plainly and let the advisors do their jobs. A neutral question is the difference between a council that flatters you and one that protects you.

Write your decision as a clean, open statement: "I charge 1,500 dollars for a six-week program and I am considering raising it to 2,500. Should I?" That is it. No justification, no nudging.

Step 02Meet your five advisors, then paste in the council

Each advisor is defined by how they think, not by who they are. You are not copying a famous person. You are covering the five angles that most decisions get wrong. Here is your board:

• The Contrarian pressure-tests the idea. Names exactly what breaks, where your optimism is hiding a crack, and what it costs you if you are wrong. This is the advisor you want to avoid, and the one that saves you the most money.
• The First Principles Thinker strips the question to the studs and asks whether you are even solving the right problem. Half the time the question you walked in with is not the one you needed answered, and this is the seat that catches it.
• The Expansionist finds the bigger version. They name the upside you are underselling and the opportunity sitting right next to the one you are focused on, so you stop playing small.
• The Outsider answers from a completely different industry or worldview and points out the blind spot you cannot see because you live inside your business every single day.
• The Executor has no patience for theory. They turn everything the other four said into the first concrete move you make Monday morning.

Then the Chairman turns five voices into one decision. Five advisors talking at once is just noise. After all five have spoken, the Chairman reads the room and delivers the verdict: the one thing to do, the biggest risk to watch, and the first step to take. That synthesis is the piece most people miss when they try to get "multiple perspectives" out of AI, and it is the difference between an interesting conversation and an actual answer. Copy the prompt below, paste it into a new Claude chat, and replace the last line with your real decision.

Step 03Let all five advisors respond, then read the Chairman

Send it and watch the board work. Each advisor answers in their own voice, labeled by name, and they are allowed to disagree with each other. The disagreement is not a bug, it is the entire point. The Contrarian will name a risk the Expansionist waves off, and the First Principles Thinker will quietly reframe what the other four are even arguing about. Read all five before you let yourself form an opinion.

Then read the Chairman twice. The five voices give you the full picture, but the Chairman is what makes the council usable, because it does the synthesizing you would otherwise have to do yourself. The one decision, the biggest risk, the first step. That is what you act on.

Step 04Watch it work on a real decision

Say you are a coach charging 1,500 dollars for a six-week program, wondering whether to raise it to 2,500. You drop that into the council. Here is the shape of what comes back.

The Contrarian warns that a 67 percent jump might spook your current audience, and that your existing testimonials may not yet support the higher price. The First Principles Thinker asks whether the real problem is pricing at all, or whether you are selling time instead of a result. The Expansionist points out that at 2,500 dollars you could add a small group cohort and triple your revenue per launch without tripling your hours. The Outsider, borrowing from how gyms sell memberships, suggests a founding-member rate that rewards your loyal early clients while you raise the public price. The Executor tells you to raise the price for new clients only, starting Monday, and to message your current pipeline this week before the change lands.

Then the Chairman lands it: raise the price to 2,500 for new clients, watch your conversion rate on the next five sales calls as your biggest risk signal, and as your first step, rewrite your sales page to sell the outcome, not the six weeks. One question, five angles, one clear move you can make this week. That is the difference between a chat and a decision.

Step 05Save it so you never rebuild it again

You turned a one-time prompt into a permanent decision-making engine, so do not paste it from scratch every time. Save it once and it runs on autopilot.

• Create a Claude Project called something like "My Council" and paste the advisor instructions into the project knowledge. After that, you only type your decision and Claude runs the full council automatically.
• Or drop the same instructions into your custom instructions so every chat already knows the format.
• Customize the seats when a decision calls for it. The five are a starting framework, not a rule. Swap in a Numbers Person for anything financial, a Customer Advocate when the stakes are about your audience, or a Brand Voice advisor for a launch. Keep the structure of individual voices plus a Chairman synthesis, because that is what makes it work.