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Our Approach

    Learning Reflections work closely with clients to identify the interventions required to build, enhance and strengthen their organisation’s effectiveness.

    All efforts are aligned to the 3 pillars of:

     Energising Organisations
     Synergising Teams
     Empowering People

    Learning solutions are targeted at 7 areas of focus;-

     Leadership Development
     Change Management
     Performance Management
     Coaching For success
     Team Dynamics
     Personal Effectiveness


 7 Targeted Areas Of Focus

The 3 Pillars

Our Solutions

Leadership Development

 Leadership – nature or nurture?

While this has been an ongoing focus of discussion, the fact remains that leaders are faced with new challenges in this knowledge-based economy.

Managers must engage in valuing their role in developing people and ensuring that they have the skills to do so. Managers now and in the future need to emphasize their role of developing their people as much as they put effort into the bottom line. The good news is that key leadership skills can be identified, learnt, applied and most importantly can be repeated.

Our focus is on:

     Providing an appreciation of the role and responsibilities of leadership.

     An insight of your preferred behaviour and how it impacts others.

     Leadership styles – the why, what and how

     Coaching, assertiveness and feedback


Change Management

We believe that it is important to understand that: 

     Change is a natural phenomenon,

     Change is continuous and on-going,

     Purpose of change is to aid survival and growth, and

     Survival and growth are dependent upon adaptation to a changing environment

Our focus is on:

     Understanding the different roles in organisational change

     Being self –aware of the different phases of change

     Recognising the different ways in which people can react to change.

     Using a change management framework to manage change effectively

     Recognising the psychological, physical and emotional impact of change and help employees deal with them
Performance Management

 In this new knowledge-based economy, managers must engage in valuing their role in developing people and ensuring that they have the skills to do so. A key responsibility is to be able to assess the developmental needs of their employees and supports them in becoming self-reliant and self-achieving.

Our focus is on:

    Appreciating the value of performance reviews as a business tool in guiding teams, individuals, and the organisation toward success.

     Enhancing managers’ skills in managing performance reviews; providing performance feedback and managing difficult performance situations

     Understanding the different roles in performance management

    Applying concepts/skills in effective performance management which will enable your people to acknowledge and take responsibility for performance gaps and poor work habits, commit to improvement, execute an improvement plan, and track their progress.


 Learning Reflections believe that the use of assessments can help identify valuable differences between people – differences that can be the source of much misunderstanding and miscommunication.

It also aims to create understanding on the factors that guide one’s interactions with others so that one can take control and learn to be flexible when interacting with others to create a more harmonious relationship.


Assessments we offer are:


     Developed in 1991 by Geil Browning, Ph.D. and Wendell Williams, Ph.D.

     A brain-based profile that analyzes people from a thinking and behavioural perspective.

     Itis designed to ensure that every participant discovers who they are and understands how they work, communicate and interact. We get these results because Emergenetics is scientifically formulated to measure the interplay between genetics and life experiences.

     It focus on a person’s thinking attributes, whether a person has a primary preference of CONCEPTUAL, SOCIAL, STRUCTURED and ANALYTICAL as well as behavioural attributes around Expressiveness, Assertiveness and Flexibility.


The Big 5

     The Big Five was originally derived in the 1970’s by two independent research teams — Paul Costa and Robert McCrae (at the National Institutes of Health), and Warren Norman (at the University of Michigan)/Lewis Goldberg (at the University of Oregon) — who took slightly different routes at arriving at the same results: most human personality traits can be boiled down to five broad factors of personality, regardless of language or culture.

     The Big 5 factors are:

1.             Need for Stability, degree to which we respond to stress

2.             Extraversion, degree to which we tolerate sensory stimulations from people/situations

3.             Originality, degree to which we are open to new experiences/new ways of doing things

4.             Accommodation, degree to which we defer to others

5.             Consolidation, degree to which we push towards goals        


Myers-Briggs Type Indicator (MBTI)

     Developed by Isabel Briggs Myers and her mother, Katharine Cook Briggs, the essence of the theory is that much seemingly random variation in the behaviour is actually quite orderly and consistent, being due to basic differences in the ways individuals prefer to use their perception and judgment.

    MBTI focuses on

    Energy: focus on outer world or on your own inner world?

       This is called Extraversion (E) or Introversion (I).

   Information: focus on the basic information you take in or do you prefer to interpret and add meaning?

       This is called Sensing (S) or Intuition (N).

    Decisions: When making decisions, to first look at logic and consistency or first look at the people and special circumstances?

       This is called Thinking (T) or Feeling (F).

   Lifestyle: In dealing with the outside world, to get things decided or to stay open to new information and options?

       This is called Judging (J) or Perceiving (P).



     Based on the work of famous psychologist Dr. William Marston, DISC assessment aims to help you understand the factors that guide your interactions with fellow team members.

      By understanding the behavioural similarities and differences of DISC –Dominance, Influence, Steadfastness and Compliance, the premise of DISC is that behaviors can be changed, thus encouraging people to learn to modify their behaviors after understanding themselves, in order to leverage on their strengths and reduce their pitfalls.


Coaching For Success

 Coaching is highly related to management & leadership accountabilities; learning effective ways of providing advice and guidance and building a framework for coaching to support others becomes important. Coaching should be practical enough and able to address specific skills which are needed during the coaching process.

 Our focus is on:

     Exploring the leader’s role in coaching,

     Exploring the relationship between coaching and other aspects of a leader’s role (especially performance management),

     Understanding the difference between effective and poor coaching,

     Building a framework for implementing your own coaching process,

     Practise listening with empathy within the coaching framework,

     Practise “Quality Questions” within the coaching framework,

     Developing effective feedback techniques.


Team Dynamics

We adopt a learning model developed by Richard Beckhard, known widely as the GRPR Model (See Figure below) in its design of its Team workshops.

It presupposes that:

    Team members must be aligned to the overall objectives,

    Team members must be committed, both individually and mutually, to work towards a unifying direction with purpose,

    Team members must be able to establish team-member roles and strive for clarity regarding responsibilities, accountabilities and integration of duties and tasks,

    Team members must be mutually supportive in relationships of trust and team cohesiveness.

                                     TEAM EFFECTIVENESS MODEL

Our focus is on:

    Fostering shared norms which support the organisation’s vision and mission for effective team functioning

    Involving employees in identifying the critical success factors for realizing the vision

    Enhancing communication/relationship in the team through dialogue

    Helping each other to stay open and participate constructively in co-creating a high performance team

    Appreciating and  embracing different communication/personality styles within the team

    Enhancing interpersonal effectiveness capabilities in the team using a Personality–type assessment as a platform for learning and discovery


Personal Effectiveness

 This could be a series of skills-oriented workshops that are intended to provide input on the structure, application and appropriate use of tools to ensure effectiveness in those areas can make a lasting impact for improved performance.

These workshops are designed to enhance the level of competence and confidence in what they do and in managing others.

 Our focus is on:
     Presentations Skills

     Problem Solving Skills
     Communication Skills
     Conflict Resolution/ Negotiation Skills
     Feedback Skills
     And others


Our Other Solution

Action Reflection LearningTM (ARL)

Action Reflection LearningTM (ARL) is a time-tested approach to learning based upon ten fundamental learning principles that have guided the professional development of individuals and transformed organisations around the world for over 30 years.

This holistic methodology with its intense focus on learning style preferences, reflective practice, and experiential learning stands apart from traditional training methods.

ARL can be used to custom design a program at 5 levels to ensure learning that lasts.

 Our Learning Methodology

    Learning Reflections adopts a selection of the most suitable training methods and these are to achieve the best deliverable training outcome. They include:

      Experiential Learning Techniques:

Challenge activities that are predominantly experiential in nature are used and have proven to provide more effective learning, particularly in the areas of individual and team effectiveness.

      Workshop Techniques

These include sessions and discussions on the theory and practice and are structured around practical, real work situations and experiences. Participants will receive short content inputs on key concepts and will be coached in the application of new learning. Participants will also develop action plans for immediate use and application when they return to their jobs

        Assessment Techniques

They aim to give a varied range of input and data about the individual’s perception of self and team members. Self-reflection, group discussions, facilitators’ and team members’ feedback will be used. The effective use of feedback mechanism will help individuals understand themselves and others better in relation to real-life work situations and experiences.

       Follow-up Techniques

These could be a series of follow-up sessions where participants begin to:

o   learn and discover that there could be different views/ challenges/ approaches in applying the learning.

o   develop new ideas for how they could do things differently

o   appreciate the power of peer/community learning as a means to supporting each other for growth and to making a positive difference in the workplace

Leadership Quotes