So, to address one of your concerns: How can Red Chair training address the issue of silos and corporate cultures, I need to be clear: Red Chair trainings are just that: Training.

They are extensive “how to” sessions designed to teach executives how to develop strategies, structure social media programs, actually execute on tactics that address their objectives, and measure the effectiveness (or not) of their activities. That’s a simplistic way to explain a program already growing into a monster when it comes to content, but that’s the short of it.

Whether or not you were underwhelmed by my ROI presentation is entirely your call. The fact that it’s already grabbed over 60,000 views on Slideshare in barely 3 months tells a different story, but I didn’t set out to explain the basics of ROI to the Social Media crowd to please anyone. My objective was to restore a basic framework of business savvy to a conversation that had degenerated into utter nonsense. It’s too early to call “mission accomplished,” but significant progress has been made.

What should have perhaps underwhelmed you more than my presentation is the fact that absolutely none among the social media “experts” who hit the conference circuit in 2009 seemed to show the most basic understanding of ROI until I spelled it out for them.

Why I haven’t written a book yet has nothing to do with my lack of savvy. It’s in part because I have been too busy working in the corporate world to write a book until this year, and frankly, I never felt the need to write one until recently, when I was actually asked to. Perhaps more importantly, when I finally came out from behind the corporate iron curtain and finally found myself free to publish anything without it turning into a political circus for me at work.

And not to be a party pooper, but in the era of self-publishing, being a published author doesn’t really amount to much. Any idiot can get published these days, as evidenced by the number of derivative books about Marketing, business, social media and yes, even measurement coming out monthly. If I have to write a book to prove myself to you, then hang tight. I’ll get my chance to underwhelm you again in print later this year.

But back to the point: Red Chair events are designed to teach executives very specific skills. How they apply them, how they negotiate internal politics, corporate cultures and siloed environments is really up to them.

As a consulting firm, will Red Chair will be able to help companies successfully overcome those challenges? Yes. Absolutely. But right now I want to focus on the trainings, not the consulting, which is the subject of the post(s) you are commenting on.

One last item: I don’t look at Social Media measurement as being purely a web metrics/digital measurement discipline. Do web metrics matter? Absolutely. They’re a big wedge in the pie. But there’s a much bigger picture to consider here. (I don’t know you, so I don’t want to assume that you already understood this very crucial point.)

You are right about the “staking” going on in the social media space. I see it too. It started with the Altimeters and Dachis Groups, and now it is spreading across the entire space. Who doesn’t have a webinar or a training scheme or a consultancy these days? Some are decent, most are crap. Who’s to say which is which I guess will depend on real world outcomes, not what clique they belong to or how many readers their blog has. For some companies, it will be a waiting game. For others, it will be a dangerous gamble. That’s just how it is.

As far as I am concerned, my staking of the Social Media world is simple: Any company I can rescue from the clutches of someone who doesn’t know how to do this sort of thing, I will consider a victory. Even if I often have to do it for free, which I already kind of do on my blog and on Twitter. The impetus behind my creation of Red Chair is to be an answer to the insipid junk thousands of self-appointed social media “experts” will try to sell their 101 training as true operational training. I don’t intend to be the winner in the space, but I do intend to be the best in it. Not just for myself, but for my clients. That is what drives me.

Fact: Whether I’ve proven myself to you or not yet is irrelevant. I know exactly how to do this because I have created my share of programs of this kind before, and the folks I am aligning myself are among the smartest and most talented in their specific fields. I am going to be pretty uncompromising when it comes to this. You can bet on it.

So Marshall, keep doubting, keep casting cautious skepticism my way, and keep asking hard questions. I don’t mind. Actually, I like it. It will keep me from getting lazy six months down the road. But remember to keep an open mind as well. I’m not here to compete against you or Jim or anyone else in this “field”. I’m here to help companies learn how to do this right.

I guess the proof, as they say, will have to be in the pudding.