Many of us have been following the situation with  Airbnb, the global network of accommodations offered by locals.  I could wax poetic about how horrifying it would be to come home to a vandalized apartment after permitting said vandal to stay in my home, but instead will look at this situation from a learning perspective.

In case you haven’t followed this week’s shenanigans, Airbnb has just gotten praised for their response (check out these PRNewser and New York Times articles), as the company finally addressed the situation publicly with the CEO posting this on their blog:

“In the last few days we have had a crash course in crisis management. We should have responded faster, communicated more sensitively, and taken more decisive action to make sure she [one of the affected owners] felt safe and secure. But we weren’t prepared for the crisis and we dropped the ball.”

Yikes.

This is a good reminder for all of us: although crisis preparation should be part of EVERY company’s corporate communications arsenal, if you are a consumer-facing brand with an online presence, you MUST have a crisis communications plan in place and distributed to your entire organization so it can be rapidly executed if such as situation arises. Social media has changed the game dramatically. Anyone can amplify their likes and dislikes in an instant, and this can virally spread across the Web within minutes.  Another example is the Motrin Moms debacle, which is still haunting many a marketer.

What are the key elements to crisis management? Here are some thoughts:

• Have a plan: Develop processes, steps and approved messages and send them around to the entire company so everyone understands what they should do in the event of a major issue.

• Designated roles: Too many cooks in the kitchen is not the situation you want when dealing with a potential crisis. Assign a crisis communications team, and have approved messages and processes for each role. Roll this out to your organization so you don’t have any mavericks trying to solve the problem independently.

• Immediate Response: Much like weeds, the more you let an online revolt grow, the harder it is to eradicate it. As soon as a situation arises, immediately communicate to your audience that you are aware of the situation and will be responding with more information as soon as possible.

• Be Transparent and Authentic: If people are already irritated with you, a canned, marketing speak-filled response is not going to go over well. Own up to your mistakes, but do so in an authentic and relatable way.

• Offer a solution: In addition to taking ownership, it is crucial to communicate what you are doing to fix the situation. Meaningful action is one of the best ways to shift the tides of online sentiment.

What have you seen as being other key elements to crisis management?

BP is damned if they do, and doubly damned if they don’t.

According to Reuters, the company has apparently purchased “oil spill” and related search terms from Google and other search engine providers in an effort to drive traffic to its Gulf of Mexico response website. This SEO strategy is a clear attempt by the company to control communications around the worst oil spill in U.S. history and improve sentiment about its brand within the media.

While BP hasn’t disclosed how much it has paid for these search terms, President Obama has criticized the company for spending $50 million on TV ads in an attempt to turn around consumer perception about the company during the crisis. I agree with Obama that TV ads, an old school tactic used by tobacco and oil companies for years, are in really poor taste. Purchasing the search terms; however, is a very new crisis communications tactic worth a closer look.

A spokesman for BP explained to Reuters: “We know people are looking for those terms on our website and we’re just trying to make it easier for them to get directly to those terms.”

This case represents an interesting dilemma for crisis communication strategists. On the one hand, search term strategies like this will certainly help BP to drive traffic to their site, giving the company more control what’s being communicated. On the other, consumers of online news media today are much more sophisticated and many see right through excessive social media marketing. Moreover, they understand the power of broadcasting their distaste about a company virally across their networks when so inclined.

In a press release issued by BP on June 4th, the company’s Chairman Carl-Henric Svanberg said:

“The Board of BP has been clear from the outset that all resources available to the company should be applied to meeting BP’s responsibilities in addressing these events.”

If this statement is true, then why not invest $50 million to support the response?

Okay, as a communications professional, I admit this question isn’t entirely fair. There are three crucial communication elements to addressing a crisis:

1) Be a resource to media as well to the public

2) Be transparent about the situation; and

3) Be responsive.

All of these things require an investment, although $50 million seems a bit excessive. The company has issued literally dozens of press releases and videos since news about the spill first broke last month: http://www.bp.com/extendedsectiongenericarticle.do?categoryId=40&contentId=7061813.

I’ve not done a thorough audit of these communiqués, but upon a brief review, I can tell you they overwhelmingly focus on how much oil BP has collected, not how much has been lost, and how much money the company is donating to environmental project XYZ. Not surprisingly, this canned crisis communications statement is a thru-line among most of these announcements:

As part of its commitment to restore the environment and habitats in the Gulf Coast region…

My take: Try as they may, BP’s high volume of outbound communication and savvy social media marketing tactics aren’t the right band aid – nothing is. BP may be committed to fixing the problem now, but they were never 100 percent committed or prepared to prevent it from happening in the first place. If they can definitively prove that the problem could not have been prevented, that could be their silver bullet, but they can’t. As a result, the losses from brand damages alone, which I’d argue are far greater than the billions of dollars they are investing in environmental damages, will take years to recover.

So the question remains…in light of a disaster, when the conversation on the web reaches a fever pitch, should PR pros jump right in or sit back and wait? Personally, I don’t think we can sit back, but I also think that brands are still trying to navigate how to best handle mishaps and disasters in the social world. The one factor that has emerged as a constant, however, is authenticity. Social media allows brands to speak directly to all their various constituents. If they don’t do so honestly and authentically, they are doomed before they hit tweet.

Let us know what you think of the situation and how BP has handled it thus far?