The President’s “BlackBerry Jam”

I remember when the first of my friends received a BlackBerry for work. As he waited for emails summoning him back to his office at an investment bank at all hours of the day and night, I would play with the fascinating piece of technology, marveling at the idea that this little device was capable of sending my email from anywhere to anywhere … with no cords attached.

That was almost 10 years ago. Now the BlackBerry is ubiquitous. Scientists have studied BlackBerry addiction. Spas have developed treatments for BlackBerry-fatigued thumbs. Users have “pet names” (or epithets) for their BlackBerries. The tool has become essential for professionals from the C-suite to the cubicle.

So it seems only natural that the chief executive of the largest democracy in the world be able to use a BlackBerry -- particularly when that individual is an avid technology user, having harnessed it during his campaign to raise unprecedented sums of money, build a social network with more than two million users and amass an email distribution list of 13 million supporters. Doesn’t he seem like a guy who might have a use for a BlackBerry?

Obviously, it’s not that simple, and the security threats inherent in the President of the United States’ use of a BlackBerry are far more significant than those that might crop up through use by someone like … well, me. But setting security questions aside for a moment, the President’s use of a BlackBerry also introduces new opportunities for transparency and dialogue. For one, he commits his correspondence to be public – increasing openness and diminishing secrecy. But more importantly, by using a BlackBerry, the President retains a key channel for connectivity to his electorate – receiving unfiltered information from the “outside world” and demonstrating an eagerness for ideas and solutions from outside his inner circle of influence.

As professional communicators and marketers, we need our own form of the President’s BlackBerry. What are the ways that we can stay in touch with our electorate – or target audience? How do we effectively validate ideas that may sound brilliant in a creative brainstorm but could fall flat in execution? How can we look outside to generate fresh, new ways to effectively deliver our message?

If we include these important steps in our planning, we’re more likely to hit the mark with programs that resonate with our target and drive results. The approach isn’t as simple as a piece of technology – but when I solve it, I’ll shoot you a note from my BlackBerry.

Katherine Ducker