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"Wellbeing isn't simply about feeling better, it's about seeing differently, and that can change everything," the Deputy Director, Employee Wellbeing, NTU, reflects.
Wellbeing can mean different things to different people. For Chiz Hau Chang (pictured above), it begins with the way we see the situations around us, and the stories we tell ourselves about them.
As Deputy Director, Employee Wellbeing at Nanyang Technological University Singapore (NTU), Chang is helping to shape the university’s organisational wellbeing strategy through an 'inside-out, outside-in' approach. This focuses on developing the inner capacities of individuals and leaders, while creating the conditions for people and communities to thrive.
He joined NTU in January 2023 as the inaugural hire to establish and grow its employee wellbeing function. Since then, his team’s work has received national and international recognition, including awards from QS Reimagine Education, WorkWell Leaders, and the Singapore Employee Experience Awards.
Before moving into the civilian sector, Chiz Hau spent 20 years with the Republic of Singapore Navy, where he held senior appointments across operational command, organisational development, and people strategy. Those experiences continue to shape his belief that care for people and high performance are not competing priorities, but mutually reinforcing ones.
Ahead of his session at Corporate Wellbeing Asia 2026, Chang speaks to Mary Ann Bundukin on the power of pausing, the leadership question that stayed with him, and why seeing differently can change everything.
Q Can you share with us what wellbeing means to you, both at work and in your personal life?
To me, wellbeing begins with how we see.
Two people can experience the same situation yet walk away with completely different emotions, relationships and outcomes. Over the years, I've become increasingly fascinated by how the stories we tell ourselves shape the way we live, work and lead.
At work, wellbeing is about creating the conditions that help people thrive together. Personally, it is about learning to see life with greater awareness, perspective and gratitude. I've come to believe that wellbeing isn't simply about feeling better, it's about seeing differently, and that can change everything.
Q What's one simple wellbeing habit that has made the biggest difference in your daily routine?
Learning to pause before I react.
It sounds simple, but it has probably been the most transformative practice that I'm still learning. Whether I'm replying to a difficult email, walking into an important meeting, or having a challenging conversation, I try to create a small space before responding. That pause helps me notice the stories
I'm telling myself about the situation and ask whether they're actually helpful. The situation doesn't always change, but the pause often helps me discover another way of seeing it. More often than not, that small shift in perspective leads to a better conversation, a better decision, and a better outcome.
Q If you could encourage every organisation to take one action to improve employee wellbeing, what would it be?
I don't think there's a single action every organisation should take, because meaningful action begins with how we see wellbeing.
I remember a leader who attended one of my workshops. He shared that he had always seen his role primarily as managing tasks and delivering results. As he reflected on some of the ideas we explored together, he began to see leadership differently, not just as getting work done, but as helping people grow. Sometime later, I noticed a simple question on his laptop: "Have I inspired someone today?"
The question wasn't the starting point, it was the outcome of seeing leadership differently. That experience reinforced something I continue to learn myself: lasting change often begins not with changing what we do, but with changing how we see. When our perspective shifts, our actions often follow naturally.
Q What's one thing about you that people might be surprised to know?
Many people are surprised to learn that before joining NTU, I spent 20 years in the Republic of Singapore Navy.
They often assume military leadership is primarily about discipline, command and control. My experience was quite the opposite. Some of the highest-performing teams I worked with were characterised by trust, camaraderie and genuine care for one another.
"Looking back, I realise those experiences shaped how I think about organisational wellbeing today. They taught me that caring for people and achieving high performance are not competing priorities, they are mutually reinforcing."
Q As a speaker at #CWA2026, what's the one key takeaway you hope attendees leave with?
I hope people leave seeing wellbeing differently.
My experience has been that lasting change rarely begins with a new programme or new initiative. More often, it begins with a new way of seeing.
If my session helps someone look at their people, their leadership or even themselves through a fresh perspective, I believe the right actions will naturally follow. That's all I hope to achieve.
I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Mary Ann Bundukin. We look forward to welcoming you!
I want to sponsor: Engage in meaningful dialogue through dedicated speaking slots, roundtable discussions, and at your booths! If your organisation provides any talent solutions and products that you'd like to showcase, you’ll fit right into this event. To learn how you can sponsor, please reach out to a member of our team now!
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