Leadership can be a dirty business.
Those in power, especially in politics, will occasionally have to make tough, unpopular and in some cases, distasteful decisions. Decisions that could lead to all manner of repercussions and affect the lives of millions.
There is an infinite number of 'moving parts' in leading a country or organisation, in some cases, not dissimilar to walking a tightrope with an egg balanced on your head, whilst juggling balls and dodging bullets.
Along with the day-to-day challenge of doing their job, leaders may have to battle to stay at the top, keep a watchful eye on the competition (including so-called 'friends') and position their antenna to alert them when 'unknown unknowns' become known.
All this can create a 'pressure cooker' situation, prompting some leaders to use the age old trick of being economical with the facts, distorting the evidence or engaging in outright deception, when faced with a political or corporate crisis.
In the full glare of the world's media and the increasing influence of social media-powered citizens, leaders are having to account more publicly for what they've done, are doing and are going to do.
Many are prepared to go to extreme lengths to cover up a bad decision and preserve their reputation.
All this and more is covered in John Mearsheimer's fascinating book, 'Why Leaders Lie: The Truth About Lying In International Politics'.
Professor Mearsheimer's title is primarily focused on the United States - but that doesn't take away from the wider context of lying in global politics, business, technology, law, health and society in general.
It's been out for a few years, but, given the revelations that pop up virtually on a daily basis, the content is still depressingly relevant.
Here's a bonus presentation from McCann Truth Central.
Thoughts on customer service, communication and, of course, reputation management.