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Sherri Dettmer Cannon

Organizations turn to Sherri Cannon to create and facilitate experiences which uncover a leader’s core values, a team’s “missing” conversations, and to create the operating agreements crucial for sustained success. For more than 17 years, Sherri has served as a “thought partner” working closely with leaders who value the importance of candor, clarity and full engagement in their organizations.

As the founder of The Cannon Group, Inc., Sherri has traveled the world speaking and facilitating in the areas of leadership, effectiveness and authentic conversation. Her clients include Cisco Systems, NetZero, GlaxoSmithKline, Amgen, Child Share, the Corporation for Public Broadcasting and Yamaha Corporation of America. They span the globe — including the U.S., Europe and Asia. They are founders, CEOs, VPs, Executive Directors and retired leaders dedicated to continuous personal and professional improvement.

Sherri’s work with individuals and organizations blends her belief in the power of questions and of people’s unique stories with business strategy. The result is sustainable effectiveness instead of a momentary rise in efficiency. Sherri holds certifications in a variety of strategic tools that stimulate clarity of thought and conversation. These include Meyers Briggs, Fierce Conversations, Seven Habits of Highly Effective People and Graphic Facilitation.

Prior to founding the firm, Sherri progressed through five levels of sales management at Procter & Gamble, where she led the company’s # 2 market to record sales. Sherri earned a B.A. degree in Journalism from Indiana University and continues to write often. She lives with her husband, Roger, in the Los Angeles area.

Personal Statement about Coaching
My coaching practice was launched more than a decade ago as I finished facilitating a personal effectiveness course for a high-tech client. My student’s question was simple: “So, do you do this work one on one?” I liked the idea, and John became my first coaching client. Since then, “coaching” has come to mean a lot of things, a fact which causes me mild discomfort when pressed to explain my version of it in a breezy 30-second elevator pitch.

Here’s what I know for sure: An effective leader must be clear. I care about developing high-integrity leaders who are laser-clear about the purpose and values that will guide their progress. I believe it’s the clear leader who operates authentically, is fully engaged and makes a measurable difference to an organization, an industry, the world. Today’s pace challenges a good leader’s best intentions. Being personally and professionally clear is essential.