As a leader, Mr Lau Mun Leng takes a refreshingly down-to-earth approach to handling stress. Rather than staying behind closed doors, he steps out of his office — not to escape, but to reconnect. 

Chatting with staff and walking the ground helps him reset and refocus, he said. “It takes me out of the box for a moment and provides the motivation I need to keep going.”  

That down-to-earth approach reflects a leadership style shaped over decades in public service, most notably during his long career with the Republic of Singapore Air Force. Now, as Chief Executive of the Civil Service Club (CSC), taking over from Mr Charlie Ng, he brings that same calm, people-centred focus to a different kind of mission — one centred on recreation, wellness and community for public officers. 

Building community and connection   

His emphasis on connection now shapes his work at CSC. After 32 years in uniform, he is embracing a different facet of public service — one focused on community, recreation and well-being — and is energised by the opportunity to contribute to the Club’s evolving mission as “the social club of choice for public officers”.

“I’m looking forward to challenging myself in areas that are outside my comfort zone,” he said. “With the guidance of CSC’s Executive Committee and the support of its experienced staff, I’m confident that I can take on the role’s responsibilities.”

He recalled being a CSC member at the start of his career and has watched the Club evolve over the years. While its offerings have changed, its mission remains: to build camaraderie and promote well-being among public officers. 

From organising sports activities in its early days to operating three clubhouses with dining, leisure and family-friendly facilities today, CSC has grown with its members — and Mr Lau believes it can continue to do so.

“Going forward, the Club will continue to transform and adopt measures to stay relevant,” he said. “I would like to work with the teams to inject more vibrancy into the Club, in order to attract more public officers in their 20s and 30s to join us as members.”

That might mean introducing emerging sports, fresh lifestyle programmes and reconfiguring spaces for different needs — such as with the recently launched CoWork@Gov workspaces for remote working.

Mr Lau was quick to add: “These improvements will not come at a compromise to other members. We will ensure that facilities and events that are well-received by our retiree members or members’ young children will continue to be available — and are reviewed regularly to encourage participation.” 

Striking that balance also means reviewing operations for efficiency. “To explore ways to improve within our means, we need to strengthen business partnerships — with event vendors, clubhouse tenants and other clubs,” he said. “This will allow us to tap on available resources and create capacity to diversify our services.” 

In his first months, Mr Lau is focused on building rapport with his team and ensuring that key events, such as Public Service Sports and Family Day on 26 July at OCBC Square, Singapore Sports Hub, run smoothly. 

“CSC has come a long way since 1971, expanding its footprint while weathering treacherous storms like the COVID-19 pandemic,” he observed. “It has survived and thrived because of the unwavering support of the Executive Committee, the loyalty of its members, and the tenacity and commitment demonstrated by the staff who have served before.”

He also credited his predecessor, Mr Charlie Ng, who led CSC as Chief Executive for nearly 16 years. “He brought his passion for the Club to work every day,” said Mr Lau. “He led with integrity, strived for excellence, treated everyone with respect and showed creativity in challenging times.” 

A people-first approach 

While Mr Lau’s background includes organisational development and change management, he believes that effective leadership starts with empathy. 

“To me, empathy means taking the effort to connect and understand people at an emotional level,” he explained. “This, in turn, builds trust and helps me to communicate better, which is particularly important in instances where I need to implement change.”

Off-duty, he unwinds by spending time with family and friends — whether that means playing golf, catching a Netflix series over the weekend or holidaying overseas. 

“Travelling is a great way to bond with my family,” he said. “It gives me protected time to forget about work, be able to rest and recharge. I also practise and advocate taking ad-hoc breaks whenever there are windows of opportunity — for example, when meetings or events are cancelled at short notice.”

Having also lived in Penang for four years, Mr Lau joked that he is now a reliable tour guide when it comes to the Malaysian state’s best eats. “I give honest reviews, especially about street food!” he remarked.

As he begins this new chapter, Mr Lau reflected on the meaning of leadership — and the fulfilment it brings. “There is some truth to the saying that ‘command is lonely’, because of the heavy responsibility one has to shoulder,” he said. “But such feelings are instantly replaced with immense pride when I see how team members have grown and become professionals or leaders in their own fields.”

And beyond that, it is the opportunity to shape and implement positive change at the organisational level that he considers most rewarding. “That is what I find gratifying,” he said.