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)


Taking care of your center

How to take care of your center.

Extraordinary situations put two functions in the spotlight: top management on the one hand and employees on the other. In contrast, key players remain in the dark: middle managers.

The more confused situations become, the more upper management comes to the fore. Decisions, confidence and courage are expected from them. In many companies, for example, the pandemic has relentlessly put the spotlight on top management. Perhaps that’s why so much has been written about leaders, about leadership and the (new) leadership role over the past 12 months.

There has also been an increase in articles about caring for employees in crisis. Personally, I am shocked by the sheer banality of the suggestions. Apparently, many companies still exist that are unaware of the basic tenets of an engaging work environment and are only now beginning to address it.

Now, in many companies, there are functions that both top management and employees rely on: middle managers. Their importance for the implementation of transformations is central. They are often caught between two worlds: the new, exciting, innovative one on the one hand. And the routine, traditional, (still) high-turnover world on the other. Middle managers mediate between these two worlds on a virtually daily basis - an exhausting task. Many managers confirm to me that they feel alone or overwhelmed. Often, they are even accused by superiors of putting the brakes on change. This accusation quickly turns into a boomerang, because with diminishing social cohesion and support, middle managers in particular are open to changing jobs. Because they lose the “why” of the daily stretching. In short: They long for an appreciative environment. And thus back to you:

How do you keep cadre healthy, agile and strong? By strengthening its relevance and resilience.

Supervisors of executives like to (and unfortunately too often) use two excuses: “My door is always open to managers. They just have to approach me.” But this approach, especially in the case of location-independent work, leads nowhere. “I don’t have to lead cadres, at most I have to coach them a bit.” But coaching does not mean “leading differently” - and is not necessarily the best choice, especially in crises.

Limits of the Open Door Policy

Many members of top management practice an “open door policy,” believing they are showing openness or reducing hierarchical hurdles. As noble as this effort may seem, it is of little help in situations where few are working on the ground or when cadres are completely underwater. The simple conclusion that if no one comes, everything will be fine is simply no longer tenable. But actually, this approach doesn’t work even without a crisis. After all, the doorstep always seems a little higher for introverted executives. So it remains questionable to what extent “passive superiors waiting for visitors” gain a real picture of the cadres.

In the course of galloping virtualizations, the virtual open door is missing, in my opinion. But what might its digital twin look like? As long as supervisors click from one VideoCall to the next, no doors will remain open for spontaneous visits. Leaders should proactively take care of cadres, consciously walk the path to cadres and not merely passively offer them. In this way, you not only strengthen social cohesion, but also show cadres what importance they have. Not your thing? You can’t go wrong at all. Any investment in relationships will always pay off, especially in crises. People are alone; they are looking for orientation, for support and for meaning. Take a look at your calendar: When do you meet “just like that” with your cadres?

On role clarity for leadership and coaching.

In many companies, managers are understood as a kind of “uniform category”. This facilitates internal communication, the formulation of specific expectations (e.g. as a management profile) and ultimately promotes transparency and trust. In this respect, there would be nothing wrong with this categorization. However, it should not lead to managers lumping all managers together. Instead, they should choose their role consciously and individually according to the situation (see graphic on the left):

Source: Buerki, M. (2018); Führen mit der T.I.G.E.R.-Methode©; p. 115 (in the style of Cope, M. (2004))

The diagram distinguishes various roles that leaders can take on. They differ in focus (performance or potential) and in the origin of the solution (extrinsic or intrinsic). From this alone you can see that an undifferentiated understanding of leadership (“I don’t have to lead cadres, but at most coach them”) is guaranteed to fail. Because the choice of role is never determined by the hierarchical position of the employee (e.g. cadre), but by goals, needs and opportunities. A “categorical” change from leading to coaching is not only wrong, but also dangerous. Especially in crises, a wrongly chosen role (out of convenience) can literally cost managers their last nerves or weaken their resilience.

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