Dr. Martin Buerki

leadership partner, speaker & author

“Joy in leading others results in success – and not the other way around.”

Leading defines the direction of a movement that evolves from within. That is the reason why leadership is always a question of suitability attitude.

Companies and organizations need more leadership! Not a process-oriented but rather an dictating integrating leadership that transports culture, builds trust and enables transformation.


What should leadership achieve? How does it develop a stable effect in an agile environment? Which contents should be communicated? And how?

I have been dealing with these and other questions for almost 20 years. In doing so, I am committed as a Leadership Partner. In this role, many contributions and impulses for the design and perception of leadership have emerged. Enriched with my experiences, insights and tips, a book has emerged that summarizes these many components and condenses them into a tangible, practical approach. In doing so, I give leadership, leaders and management tasks the importance of being the epicenter of successful corporate development.

In “Leading with the T.I.G.E.R. Method©” I lay the foundation for what I consider to be the central perspective of leadership (making others successful) and the necessary change of roles for leaders. Both succeed along the five core tasks Tell, Integrate, Grow, Encourage and Realize.

  1. 01


    How you touch and move employees with your ambition.

    Comfort zones are the ultimate death of movement and development – so leave it! Create an attractive gravitation field that employees can’t resist. Offer meaning and create resonance. This is how you generate identity.

    In short: An ambition that does not establish connection is like a letter with no salutation.

  2. 02


    How you unite employees to initiative, agile and diverse communities.

    Today, cooperation seems pretty simple: it’s virtual, fast, punctual and diverse. You just need to create a safe and stable ground for it: endow trust, foster diversity and anchor your own culture.

    In short: Diversity presupposes diversity – and starts in the head.

  3. 03


    How you unfold potentials in employees and create new opportunities.

    Positive emotions trigger employees’ engagement, creativity and courage. So honestly and energetically strengthen their strengths and see their potential unfold.

    In short: Challenging expectations and honest discussions wake up dormant potentials.

  4. 04


    How you empower employees to help themselves and help others.

    Old-fashioned thinking blocks performance. The same is true when it comes to leading others. Love and live your role as a coach to show employees that you care and help them help themselves and others.

    In short: Respectful interactions open alternative interpretations – and actions.

  5. 05


    How you strengthen and multiply the success of employees.

    Successes energize! Even your employees. Help them see, accept and appreciate their contribution and gauge their own potential for further development.

    In short: Successes create new gravity fields.

CFP: Cultural Fingerprint

In a company, people cooperate and create value. The leadership culture plays an important role in this: Can employees get involved, develop and successfully set new impulses in the company? The Cultural Fingerprint makes the individual leadership culture visible and provides leaders with concrete tips on how to further develop their impact - and, for example, work more AT instead of IN the system.

In addition, the CFP helps management teams to recognize the effect of their leadership culture and to shape it consciously and effectively from now on. So that new opportunities and impulses can arise in the company.

Tipp: Hover over the dimensions to learn more about them.

  • CTO

  • CEO

  • Divisionhead

    Special Electronic Switches
  • Managing Director

    Health Prevention
  • Teamleader

  • Show meaning

    Employees experience their work as significant when they understand not only what (recognisable) contribution they are making, but also whether this brings them closer to their own values, dreams or ambitions. How well do you already make this important connection?

  • Inspiring for goals

    Employees contribute to the development of the company when they are enthusiastic about the company’s goals. How well do you already create the emotional resonance necessary for this?

  • Enabling perspectives

    An attractive perspective is created for employees when their own development is in harmony with the development of the company. How well do you already achieve this congruence?

  • Communicating culture

    Culture has a great integrating effect, provides orientation and creates a sense of belonging. Employees experience culture in everyday life primarily through the behaviour of their superiors. How consciously do you communicate corporate culture?

  • Giving confidence

    Trust is the basis for a functioning cooperation in which knowledge is exchanged (without reservation) and mistakes are openly discussed. To what extent do you succeed in building up this mutual trust?

  • Allow new ideas

    Diversity helps to better grasp and understand complexities. To do this, a system must open up, allow new perspectives, ideas and approaches, test, integrate. How consciously do you encourage employees to embrace new ideas?

  • Realising potential

    Employees grow with their tasks. And only realised potentials point to new potentials, just as when you can only see the next one on a mountain top. How consistently do you develop employees in their everyday lives?

  • Promoting inner strength

    Inner strength expresses itself in such a way that employees independently find ways to reach their goals, believe in their own abilities, fall on their feet or explain events in a more positive way. How consciously do you support this inner strength?

  • Share feedback

    Feedback is simply the cheapest and at the same time the most effective method of showing employees honest interest, encouraging them and stimulating the exchange of experiences. How consistently do you use it in your everyday life?

  • Systemic questioning

    New paths often only emerge through new perspectives, e.g. with systemic questions. They open your eyes to (larger) connections and to your own contribution to a situation. How well-versed do you use systemic questions to open up new spaces for solutions?

  • Overcoming blockades

    Inner blockades are (useless) convictions. They prevent employees from taking new steps. But they can be identified and dealt with in a structured discussion. How well do these discussions succeed?

  • Showing gratitude

    Employees are important performers, but first and foremost people. How well do you encourage respectful appreciation and exchange at eye level?

  • Consolidating progress

    A development step is complete when employees can see the (positive) effect of their commitment on the customer. How consistently do you achieve this recognition?

  • Multiplying success

    Successes are celebrated with pleasure. Often, however, they are hardly ever openly shared and further used in the company, so that organisation-wide learning could be made from them. How diversely do you use successes for communication with stakeholders?

  • Setting new impulses

    The better employees recognise the impact of their own successes, the more likely they are to take on further challenges. How consistently do you use this moment to take the next steps?


  1. 01

    ** NEW ** Pop-up Coach (digital)

    Pop-up Coaching: An uncomplicated coaching format for women and men in management positions who lack a short, selective exchange. I create space for you to reflect on challenging leadership situations quickly and in an uncomplicated way.

    Book a session.
  2. 02


    Transformations fail because of complexities or the inability to deal with them. I support leaders to understand these complexities, to prepare themselves and the change - beyond conventional “change programs”. But with real effect.

    Let's talk about it.
  3. 03


    Leadership roles are versatile, leadership tasks are challenging, leadership situations are complex. Are you satisfied with your impact? Or do you rather stand in your own way? I show you how to free yourself from (recurring) traps and how to really unfold.

    Watch Testimonal (youtube)
  4. 04

    Rocket Trainer

    Not all teams - especially management teams - reach their possible performance level, the concerns are too dispersed, the ambitions are too different, the cooperation is too uncertain. I will show you how to ignite the next level and bring your team performance to a “next level.

    Watch Testimonal (youtube)
  5. 05

    Bridge builder

    Do you feel alone with your leadership challenges? Use Altize - the community of leaders for leaders. Learn from others and share your own experiences. Anonymous, discreet and uncomplicated.

    Altize - community for leaders by leaders
  6. 06


    Sometimes a personal and open exchange is more helpful than 1000 books. That’s why with the LeaderSummit* I create an inspiring and instructive event by and for leaders from different industries.

    Get next invitation.



Coaching hours
Corporate customers
Private customers

Selection of
customer references


How I will help you:

Leaders find themselves often between organizational change, complex dependencies and human needs. That may be puzzling and exhausting.

I help leaders to focus with joy on the core of leadership. So that they create a climate in which employees flourish, engage and develop.

Short Curriculum vitae

Get to know me (better).

Why necessary change does not happen even when all involved parties have committed to it? And what does that mean for leaders? I am passionately devoted to these and similar questions. In my work I integrate insights from various sources such as Positive Psychology and different development approaches to help leaders in many organizations to identify and overcome the Immunity to Change (ITC) of individuals and groups. So that they might achieve a state of continuous and deliberate development.

Further points:

− PhD in business administration and economics; university of Basle
− Positions in Management Consulting and Banking
− Since 2003: self-employed entrepreneur and leadership partner
− 2011: ITC diploma of Harvard university, Boston
− 2013: ITC-facilitator diploma of Harvard university, Boston
− 2018: Latest publication (in german): “leading with the T.I.G.E.R.-Method”
− 2019: Published various articles (see material)
− 2020: SGO: Practice Head “Leadership”
− 2021: Conversations at the Growth Edge; by J. Garvey Berger (cultivating leadership)


Why leadership and career are to be separated

The best in one’s field is not necessarily a good leader. The quality of a leader depends on other factors. If someone leads many people just because the position entails it, he creates individual and collective damage.

Download als pdf (german text)

Published in KMU Magazin Nr. 4/5, Mai 2019

New forms of cooperation are being tested, introduced and implemented all over the country. Fine-sounding terms such as holocracy, self-organisation or NewWork are fuelling the fantasy that the world of work will soon manage without leadership. But the opposite will happen: What is needed is not less leadership, but a different kind of leadership. And now the bad habit of promoting the best in a subject to become the boss in that subject is taking its revenge. If we don’t enjoy a task, if it doesn’t appeal to us, if it doesn’t challenge us, if it doesn’t make us antsy, then we will never really do it well and with commitment. Such tasks slip lower and lower on the to-do list. Then important staff meetings are postponed, new strategic directions are communicated superficially, little value is placed on integration and the development of potential is left to human resources.

False careers

Not only do decency, respect and appreciation towards employees suffer, but this behaviour is perpetuated in the system. On the one hand, by the leaders themselves, simply because they get away with it. On the other hand, by the employees who, with such experience, move up into the management ranks. They will most likely behave in the same way, because they have been able to observe it before. And so a company climate is created that does not promote qualitative company development, but rather initiates the descent into a bitter price war, because innovations are missing and opportunities are not recognised and used. That is why companies should deal with leadership and the tasks associated with it, as well as the selection of suitable employees. As a whole, they shape the climate that is conducive to further development.

For decades, we in companies have completely misunderstood the central task of employee leadership and also trained and positioned it incorrectly. The fact that someone wants to lead others was taken for granted, and so over time an extremely fateful connection has arisen in society: The importance of a career was measured by the number of people led, i.e. the number of people who work “under you”, for whom you are “responsible”, for whom you have to “take care”. The more, the more important. But if someone leads many people just because the position entails it, but constantly avoids the leadership task, then he creates individual and collective damage. And who pays for this damage? First of all, the leader him/herself, because he/she inevitably pushes in front of him/herself a bow wave of overdue discussions, weakened cooperation or insufficient integration. Then it’s the employees who pay, because their potential is not being fully exploited and further developed. Because only realised potential points to further potential. Then customers also pay, because they receive solutions later (or too late), because the manager acts as a bottleneck. Then the company pays because it fundamentally lacks innovative power. And finally, society pays because the image of leadership will shape future generations and diminish their anticipation of this task.

What needs to change

That’s why it’s high time today to take a closer look at employee management in companies. What might an approach look like? Well, the task of changing or strengthening the understanding of leadership is comparable to the task of promoting and strengthening climate protection. Both are phenomena that take place more on a meta-level. No one has ever “seen” climate and interacted with it. If we want to do climate protection (the why or wherefore), we have to agree on a few and plausible steps (the how). This is usually the easier part of the task. However, when it comes to the concrete implementation (the what), myriads of interests are brought into the field, which this implementation runs counter to and creates conflicts. And in endless political debates, minimal solutions are discussed that will have a negligible overall impact - despite a factual agreement on the meta-level.

It is similar with leadership: it is possible to reach agreement at a meta-level on what role leadership should play (the what for). There is then more divergence on the possible approaches (the how), which makes the choice more attractive and opens up space for experimentation. And when it finally comes to concrete activities (the what), the wildest discussions arise. Because in contrast to quantum physics, everyone can have a say in leadership. Yet most leaders keep saying that they have never been trained - and yet many consider themselves competent enough to decide how to lead, what works and what does not.

Employees demand change

Regardless of whether one is part of the group that accepts leadership as a by-product of one’s career or feels called to lead, one should probably question one’s previous understanding of the role and task of leadership. The basis on which one leads must be clarified. One’s own image of people should be examined and it should be noted what one wants to achieve as a leader and why this is helpful. Talking about this issue with colleagues and trying to broaden the discourse to the whole leadership team should be done. For the first time in modern history, employees are placing concrete (and high) expectations on leaders - not the other way around - and thereby setting the following two important impulses: First, leaders are confronted with the question of why and to what they actually lead and what specifically enables them to do so. And secondly, all those leaders are exposed who have taken care of themselves, won and defended their position through power games. They have to realise that the foundations for this are breaking away: Employees do not do everything for (even) more pay, their private life is at least as important to them as a career, they say what they think is not going well or what does not suit them. They bundle their influence and evaluate the company’s image as an employer (for example on Kununu), they link up with competitors (for example via LinkedIn) and they move in (virtual) reference groups to which they sometimes attach more importance (and loyalty) than to the company.

All of this has a significant impact on how leaders should shape their role and the focus they give to leadership in the organisation - namely, helping others to succeed. This is a valid, noble and forward-looking raison d’être for leadership.”

Read more in my book “Führen mit der T.I.G.E.R.-Methode”

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