The actions of chief executive officers (CEOs) in all fields are coming under intensified scrutiny for a number of reasons. Individuals in positions of high responsibility are increasingly faced with demands for accountability--both corporate and personal--that are relatively new to the great majority of these men and women. They are, in many cases, being introduced to a measure of mistrust that is exceedingly uncomfortable to them. And while most leaders have been able to cope with this intrusion into their lives and their organizations, it has spelled professional ruin for some. For the CEO who has been acting in good faith, the risks of disclosure are largely unimportant, mostly having to do with misplaced personal pride. The far greater risk is choosing not to disclose. The slightly smaller risk is for the president to resist disclosure, only to come forward later and indicate that he or she will cooperate. When a president, for whatever reason, resists the inevitable, he or she loses the moral high ground and never gets any credit for deciding to comply later. Best practice demands that the president take the initiative. In this article, the author offers concrete suggestions that may be helpful in doing this and also describes frequent pitfalls.