Most sessions produce good conversation. The best ones produce decisions — and a room that leaves knowing exactly what's different. That's what I build for.
Whether it's a conference keynote or a two-day working retreat, my job is the same: figure out what the room actually needs to move — and create the conditions for that to happen. Every session is designed, not just delivered.
I bring two decades of applied business psychology to every talk and session — but your audience will hear it as clarity about things they've been trying to name, not as a lecture on human behavior. The research shows up in the insight, not the jargon.
Every working session is built around a concrete outcome: a document, a decision, a framework, a shared vocabulary. We know before we start what the room is walking out with. That changes how the whole session runs — and what people actually do after.
I build sessions that make it safe to say the things that don't get said in regular meetings. Not by creating touchy-feely space, but by designing the structure so the real conversation has a place to happen. This is where the breakthroughs live.
I don't give you a framework and leave you to figure out what to do with it. If the session runs long because the group is in it, we stay. If the working session produces a rough draft that needs one more hour to land — we do that. The goal is the outcome, not the clock.
A talk that doesn't feel like a talk. I build keynotes around a central idea your audience will be thinking about long after the session ends — connecting the psychology of leadership to the real problems in the room, in language that feels like permission rather than prescription.
The best retreats don't just reconnect the team — they reset something. I design and facilitate retreats where the conversations that have been circling for months finally land, and the group walks out with shared decisions, not just shared experience.
These are the sessions where the group doesn't just talk about a problem — they build a solution together in the room. I structure the time, hold the process, and make sure the conversation produces something your team can actually use before everyone leaves.
Workshops on the psychology of leadership — blind spots, communication patterns, decision-making under pressure, psychological safety — that equip your managers with frameworks they'll actually use. Practical, grounded, and built for the room you have, not a generic audience.
Every topic below can be shaped into a keynote, a workshop, or a facilitated session — depending on what you need. All of them start from the same premise: the real obstacles to growth in your organization are not the ones on the org chart.
A scotoma is a gap in your visual field your brain fills in so seamlessly you never notice it's missing. Every leadership system develops the same kind of blind spot. This talk names the patterns — and what to do about them.
W. Edwards Deming established that 94% of workplace problems are systemic — not individual. Yet most leadership development focuses on individual behavior change. This talk reframes the work your organization actually needs to do.
Psychological safety doesn't just happen — and it can't be mandated from the top. It has to be built into how decisions get made, feedback flows, and conflict is structured. This talk shows leaders how to design for it.
The leadership style that built your company is not the one that will scale it. This talk explores the structural shift from command-and-control to coaching-led systems — where problems get solved at the source, without escalating to the top.
In most organizations, the real conversation happens after the meeting. This talk explores what drives that gap — and how leaders can design meetings and feedback loops where the truth actually gets said, and actually gets used.
Have a theme, a challenge, or a question your audience is sitting with? I build custom content grounded in business psychology and systems thinking — shaped around your event, your industry, and the specific room you're trying to move.
"As a facilitation team Shannon Jennings and Dino Signore are world class. Their co-facilitation techniques have been honed and perfected to complement each other's strengths, which translates to the highest reflection achieved by retreat participants. I recommend Shannon, the staff, and the Edward Lowe Foundation to all."
"I had the great honor and privilege of working with Shannon when she was working with the Edward Lowe Foundation. She is thoughtful, organized and personable. We were very lucky to have worked with her."
"She teaches you how to fish, shows you where to fish, helps you hook it, guides you on filleting it, and shows you how to cook it too. She sets herself apart by not only asking the right questions — she follows up with good ideas and how to actually get it done."
"Morale was low and the outlook was bleak. We have not only come through the pandemic, but our new ED, staff and Board have gained remarkable knowledge on how to work together as one unit striving for the same goal — and Hannah's House is thriving."
Every event is different. A 15-minute call is usually enough to figure out whether I'm the right fit, what format makes sense, and what we'd need to do to get your audience where you want them.
For keynotes and multi-day retreats, reaching out 60–90 days in advance gives us enough time to do the work right.