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

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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)


Distance & Proximity

Distance and proximity - a yin and yang of leadership.

Distance breaks chains of contagion, so that less is transmitted from one to the other. And at the same time, distance weakens social bonds and thus integration and identification. How can leaders shape this ambivalent situation? This is an important question - even beyond COVID-19.

Anyone who has ever been in a long-distance relationship knows the importance of personal, physical meetings. Because the less often partners see each other, the weaker their mutual (social, emotional) integration becomes. Or to put it another way: distance should be interrupted by closeness. Because in times of closeness, everything that maintains and strengthens the relationship is refreshed and nourished. What is to remain at a distance must be able to take root in the bed of shared experiences. And these need to be constantly renewed.

Distance needs closeness.

Many leaders are rightly enthusiastic about how quickly companies make the leap from proximity to distance (e.g., into the digital world), how reliably most processes run and how easily employees move in the new world. But such positive experiences are merely the fruits of earlier investments in trust, belonging and appreciation. They strengthen the social bond between employees and with the company. They make corporate culture, management understanding and values tangible. But how long does this effect last?

It is quite obvious that trust, affiliation and appreciation have to be renewed regularly. This is now being experienced by all those leaders to whom these three components mean nothing or who have so far refrained from consciously and consistently investing in them. They experience the distance as a loss of control, as an attack on their role and see their self-image or relevance wavering. And the employees? They don’t even want to come back to their original place of work. You can hardly blame them. It’s not just performance and commitment that suffer, but also integration and identification. And that’s dangerous: distance can be a boomerang and weaken relationships with and between employees - fundamentally calling into question the raison d’être (meaning).

At a distance, a relationship is reduced to its essence: the individual meaning. It is in this that the three components (trust, affiliation, appreciation) unfold. Meaning makes the difference, strengthens commitment - and allows distance.

Many leaders are currently experiencing that relationships with and among employees are thinning out and that they themselves are not (always) up to the active cultivation of relationships. Why is that? Often, corporate departments (such as internal corporate communications, human resources, or members of the executive team) have shaped these relationships. Consequently, they themselves have tended to focus on planning, coordinating, or managing work processes. While on the one hand the digitalization push is now automating, simplifying or even eliminating these tasks, on the other hand all employees are moving away from each other (i.e. also to corporate communications, HR, management), it becomes obvious that these relationships are losing importance. Employees take care of themselves, classic superior roles disappear. This is one more reason why some leaders fear that they will become superfluous.

Employees take care of themselves. Classic supervisor roles are disappearing.

This makes it all the more necessary for leaders to expand their role and reinforce the importance of relationships. This is not a laudable end in itself, but drives a development spiral that is important for companies: Once employees give positive meaning to the relationship with the company, the more openly they cooperate, integrate others and other. They get involved, combine strengths to get ahead. They seek and maintain a direct exchange, which enables them to learn from mistakes and also from each other. As a result, they are able to help each other and encourage each other to move forward despite setbacks, to dare to take further steps. With the following results:

  • Employees understand their contribution, become more independent, more courageous.
  • The organization learns to help itself, becomes more agile and resilient.
  • The company can achieve more, becomes more significant and better known.

So the impact of significant relationships should not be underestimated. They help organizations proactively shape attractive opportunities, and they equip employees and themselves to work and lead at a distance.

Adapt your own leadership role.

Want to take on this task? Use these three tips:

  • Enforce a physical meeting. Without an agenda, because the meeting is the goal. Unless you are allowed to occupy an office together, walk to a quiet place with your coffees-to-go. Stay deliberately informal, ask about states of mind, encourage sharing about them. You can also form tandems to share their experiences and draft suggestions, ideas.
  • When you try hybrid models (i.e., when some employees work on-site and others work elsewhere), uneven social cohesion results (see, among others, McKinsey Quarterly, July 7, 2020. Therefore, intentionally plan informal (individual or joint) conversations.
  • Use electronic collaboration tools. Use Padlets or Mentimeter to engage employees in digital meetings, launch co-creative processes, and share results.

Common mistakes in managing distance and closeness:

  • Comfort - Leaders fall back on simple arguments: “They’re all grown up enough, they should take care of themselves, I’m not their entertainer, …”
  • Restlessness - Leaders are constantly online. Despite the joy of the new efficiency, the joy of reducing workloads outweighs the joy of (creative) cooperation.
  • A protective attitude - Leaders avoid direct questions. Online interactions demand more structure and clarity from all participants. Without direct questions, uncertainty arises about mutual understanding or responsibilities (see, among others, McKinsey Quarterly, July 2, 2020; article including videos and podcasts).

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