Have you anytime worked in a business as an employee or as an entreprenuer then you must have heard the phrases like “crying is for the weak” or “never let them see you sweat.”

When you actually go throughthese phrases, they teach us the emotions mainly  “negative” ones — are not welcomed in the workplace. They are most often perceived as being too emotional, weak, or unprofessional.

Although, just like Americans those spend most of their time at work and the rise in entrepenuership  and“hustling” continue, today’s business environment has become more competitive than ever.

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The workplace suicides in United States are increasing day by day. The entreprenuers work on an average of 63 peecent more hours per week than the employees.

In Japan and China there exists few phrases those are coined to describe people who die at their desksdue to over work.

Within this context, where do people decompress from their “negative” emotions and stress?

Having expectations from people to not show any vulnerability is noit just unsustainabld but also non sensical.

Suppressing our vulnerabilities is not conducive to long-term growth and success. It is time to introduce the compassion into leadership and entrepreneurship and also add  an emotional touch to the contemporary business environment.

A well known spiritual leader and teacher, Dalai Lama has been teaching profound business lessons those demonstrate how compassion can be incorporated into leadership and entreprenuership.

Below are three lessons from Dalai Lama that can help redefine “entrepreneurship” in a more sustainable, constructive and “blue-ocean” way.

1. “If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” — Dalai Lama

2. “Give the ones you love wings to fly, roots to come back, and reasons to stay.” — Dalai Lama

3. “Today, more than ever before, life must be characterized by a sense of Universal responsibility, not only nation to nation and human to human, but also human to other forms of life.” — Dalai Lama.

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