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 leading 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 and builds trust.

Method (spotligt)

Many questions, one answer

What is leadership for? How does it unfold a stable impact in an agile environment? Which contents should be taught and trained? And how?

These and other questions build the ground of the attractive T.I.G.E.R.-leadership method©. Already many leaders use it successfully. As broad as their ambitions even are they share a common view: they engage, assume their responsibilities, encourage and facilitate. For the good of employees and the organization.

What about you?

TIGER
  1. 01

    Tell

    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

    Integrate

    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

    Grow

    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

    Encourage

    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

    Realize

    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.

Offer

  1. 01

    Try!

    Discover effective alternatives to your actual leadership style and behaviour. In varied modules you will learn how to positively embrace challenges and lead with joy.

  2. 02

    Shape!

    Shift your focus from handling things to shaping new paths: This will relief you. And employees will get further simply because they will be offered opportunities to go beyond existing limitations and grow into new roles.

    Trustful conversations and experiments will help you on your way.

  3. 03

    Laugh!

    Unmask your own leadership behavior and laugh about the simple fact that leading others does not came easy for anybody – and that it even can’t successfully be done all the time.

    In my speeches I offer you and your guests interesting and refreshing thoughts about leadership. Presented enjoyable and still well-founded.

  4. 04

    Connect!

    Our annual LeaderSummit conferences you will find and expand your Community of Practice. Like-minded personalities from different industries discuss leadership and its actual and future opportunities and challenges: Gen Y, agile and tile organizations, psychological contracting… stay ahead! Allow yourself the opportunity to sit in others’ boats and learn from their experiences – as the y will from yours. Share your insights, report about successes and about things that did not run as well as you might have planned. Expand your horizon and your ambitions with this valuable exchange among peers.

    Get next invitation.

Journal

Expertise

Coaching hours
17'220
Corporate customers
117
Private customers
102

Selection of
customer references

About

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”

Über das Buch

Sample (Ger)

Damit Sie (wieder) mit Freude führen.

Erstaunt es Sie nicht auch, dass trotz aller Ratgeber und Führungsprogramme nur wenig Führende wirklich Freude an der Führungsaufgabe empfinden? Und dass die häufigsten Kündigungsgründe über die letzten 15 Jahre unverändert geblieben sind (kein Feedback, nicht eingebunden, sinnlose Arbeit)? Was läuft denn bloss falsch?

Führungsrollen verstehen & ausfüllen

Auch wenn es auf diese Frage keine einfache Antwort gibt, muss sich etwas daran ändern, wie Führende die Führungsaufgabe kennen und umsetzen lernen. Und dieses Buch leistet einen Beitrag dazu. Indem ich Führende auf den Kern der Führung hinweise und die damit verbundenen Aufgaben benenne. So dass sich der Kern im Alltag entfalten kann. So dass Führende erfolgreich und mit Freude führen.

Chancen schaffen & nutzen

Sie finden in diesem Buch keine Hinweise auf Menschen, die durch aussergewöhnliche Taten oder Entscheidungen aufgefallen sind. Sie finden weder „die zehn besten Steve Jobs Tipps“ noch eine Anleitung, wie sie „in drei Schritten in die Geschäftsleitung“ gelangen. Sie finden jedoch einen pragmatischen Ansatz, wie Sie durch Ihr persönliches Führungsverhalten die Ihnen übertragene Führungsaufgabe so meistern, dass Sie Mitarbeitende entwickeln, Chancen schaffen und andere für diese Aufgabe begeistern.

Entwicklung fordern & fördern

Letzten Endes sind es immer Menschen, die Möglichkeiten erkennen, Marktchancen wittern, Risiken eingehen, neue Wege einschlagen. Doch dazu brauchen Sie Partner, denen sie vertrauen, die ihnen Raum zur Entfaltung geben. Die Wissenschaft hat mehrfach belegt, dass sich unter diesen Umständen Mitarbeitende engagieren, sich einsetzen, weiter gehen und loyaler, kreativer und ausdauernder sind. Ich kenne keine Führenden, die sich ein solches Verhalten der Mitarbeitenden nicht wünschten. Deshalb engagiere ich mich jeden Tag mit grosser Leidenschaft dafür, dass Führende genau diese Entfaltung ermöglichen können – und sich dadurch selber entfalten und Freude empfinden.

Mit diesem Buch leiste ich genau dazu einen Beitrag. Ich wünsche Ihnen viel Vergnügen.