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Your brand's reputation isn't built in a moment — it's built over time. And in today’s fast-moving world, waiting to communicate until you have to is a dangerous strategy.
The Pool Theory is a modern framework for proactive visibility — created for leaders, entrepreneurs, and organizations who want to build trust before the spotlight hits.
This audiobook walks you step-by-step through how to assess your current visibility, spot your blind spots, strengthen your authority, and create a sustainable rhythm for showing up with clarity and confidence — no matter what comes your way.
Whether you're a founder raising capital, a policy-facing business navigating public perception, or a personal brand building long-term influence, this audiobook will help you:
✔ Clarify your message and visibility goals
✔ Build media and stakeholder relationships that matter
✔ Prepare for high-stakes moments before they arrive
✔ And create a presence that earns trust — even when you're not in the room
Includes access to a free companion workbook with worksheets and reflection prompts at thepooltheory.com.
Don’t wait for a crisis to show the world who you are. Start filling your pool now — before you’re thirsty.
When the Pool Is Empty: United Airlines and the Dragging Incident of 2017
In April 2017, United Airlines found itself at the center of a global backlash after a video surfaced showing a passenger — Dr. David Dao — being violently dragged off an overbooked flight at Chicago O’Hare.
The scene was jarring: a paying customer, bloodied and disoriented, forcibly removed from his seat to make room for United crew. Fellow passengers recorded the incident on their phones. Within hours, the footage was viral. #BoycottUnited trended on Twitter. Headlines flared across the globe. United’s stock dropped by nearly $1 billion in market value within 24 hours.
But here’s what made the situation irrecoverable in the public’s eyes:
It wasn’t just the incident — it was the absence of trust.
United didn’t have a communications crisis. They had a credibility void.
Before the Incident: A Reputation Running on Fumes
For years, United had been operating with a dry pool.
• The airline ranked consistently low in customer satisfaction surveys.
• Its brand voice came across as bureaucratic and impersonal.
• There were few emotional connections or standout customer loyalty campaigns.
• United’s reputation was one of operational efficiency — not human-centered care.
In short: they had not invested in public goodwill.
There was no buffer. No history of generosity. No culture of proactive storytelling. So when the moment came, there was nothing to draw from.
During the Crisis: Every Misstep Was Magnified
Rather than owning the moment, United’s response became a textbook example of what not to do:
• Their initial public statement was defensive and clinical. It referred to the violent removal as an effort to “re-accommodate” the passenger — a phrase that immediately struck the public as corporate doublespeak.
• CEO Oscar Munoz’s internal memo praised employees for following protocol — failing to acknowledge the optics or human toll of the incident.
• It took several days and mounting backlash before the company issued a clear, public apology that showed remorse and responsibility.
In the absence of goodwill, every misstep became more painful.
The media — already primed by years of customer complaints — pounced.
Comedians skewered the brand. Memes exploded. U.S. lawmakers called for investigations.
The damage went far beyond the flight.
After the Firestorm: Damage Control, But No Redemption Arc
United eventually updated its policies, increased compensation for bumped passengers, and launched internal reviews. They even committed to reducing overbooking incidents and expanding staff training.
But none of it truly stuck with the public.
Why? Because United hadn’t built the relationship equity to earn a second chance. There was no history of empathy, no pattern of transparency, no cultural narrative to reference. Their apology felt like crisis PR — not a natural extension of the brand.
Years later, the brand still struggles with lingering reputational baggage. Unlike Johnson & Johnson — which emerged stronger after its crisis — United simply survived. And in the age of high-stakes visibility, mere survival is a missed opportunity.
What United Could Have Done Differently — Through the Pool Theory Lens
Had United applied The Pool Theory, their story could have looked very different.
Here’s what they might have done — before the crisis:
• Proactively built goodwill through customer-centric campaigns, transparency initiatives, and emotional storytelling — creating familiarity and loyalty beyond price or convenience.
• Developed a human-centered brand voice for executive communications, especially during disruptions.
• Trained leadership for rapid, empathetic public response, backed by clear values and message alignment.
• Monitored stakeholder trust through brand health metrics and sentiment analysis — noticing they were running low on public patience long before the incident occurred.
And during the crisis, they might have:
• Issued a public apology immediately — not days later
• Provided clear, compassionate context for what happened — without spin
• Put forward a real human face, not just a press release
The Pool Theory in Action — Or Absence
Where Johnson & Johnson succeeded with a full pool, United collapsed into an empty one.
This case reminds us: crisis doesn't build your brand — it reveals it.
And when your foundation is weak, no amount of spin will save you.
The lesson for any brand, no matter the size or sector, is clear: Invest in trust, visibility, and message clarity now — before the unexpected arrives.
Because you don’t get to build the pool while the world is watching.
You build it quietly, consistently, and intentionally — long before you ever need it.