“I am passionate about advocating for people with disabilities, inclusive of the spectrum of visible and non-visible disabilities, mental health and neurodiversity.” – Lyn R Lee
If there is one thing that we can be sure about Lyn R Lee as Shell’s first female, Asian head of DEI (diversity, equity and inclusion), it is her ability to keep her eye on the prize. From recounting her resilience-testing, high-altitude hike in the Andes mountains (“without a few toenails”), to careful introspection prior to taking on her role at Shell (“It made me think about my purpose in life”), there is always a big-picture perspective that Lee brings to her modus operandi.
Lee had been at Shell for 15 years before her appointment as the company’s global chief DEI officer in 2019. A broad-based and demanding role, it calls on her to engage across a wide spectrum of stakeholders and staff population, while managing both internal and external expectations and conversations that are constantly evolving. But Lee believes that the desired outcome from her work is far from indeterminate.
“In the coming years, creating and implementing successful inclusion strategies will be a top priority for both businesses and governments, influencing everything from company policy to infrastructure development at the national level. I personally believe that we are ready to move in that direction,” she says.
Lee plans to channel her experiences working in the DEI space into a book, which is due to be out next year. A collection of real-life stories about leaders who have championed DEI at work and in their communities, the book underscores the impact of small actions on building inclusive spaces.
“I think the next five years promise a significant shift for DEI in Singapore,” she says. “What this means is adopting a more holistic scope in terms of policy making, adopting mindsets and behaviours, which encourages how success is viewed and celebrated, and thought leadership that drives towards accessibility for all in society.”
What is a major challenge faced in the DEI space?
We often fall into the trap of viewing diversity as a zero-sum game. For example, there are worries that elevating women to positions of leadership will somehow hurt men. Diversity and performance are not binary, and not about sacrificing one for the other.
How do you think it can be addressed?
I believe we can address these problems by setting clear expectations and standards on what we value, with leaders championing these values through their actions. True progress requires confronting uncomfortable realities and highlighting differences for improvement.
What values are most important to you and why?
Respect is the value that matters most to me. If you don’t think that everyone has something worthwhile to contribute and that every voice matters, you can’t really be an advocate for inclusion.
However, respect doesn’t mean blind agreement. We all have biases, and sometimes it takes work to recognise them. That’s why I constantly question myself: Whose perspective am I judging? Where might my own bias be stemming from?
What’s a cause that you are passionate about?
I am passionate about advocating for people with disabilities, which includes the spectrum of visible and non-visible disabilities, mental health and neurodiversity. According to a World Health Organisation report, almost everyone will temporarily or permanently experience disability at some point in their lives. So whether it’s our own experience, or witnessing a loved one navigate a disability, it’s a cause that truly deserves our full attention and support.
What’s the best piece of advice you’ve ever received?
Don’t respond to an email when you’re upset. If you feel a strong need to respond, write down your thoughts, but do not press send. Chances are, after some time, you’ll recognise the email is unnecessary, or that you can restate it in a more constructive manner.
Photography by Franz Navarrete / Hair & Makeup by Greg’O
