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)


Do you still handle things or already care about people?

Companies are actually made up of employees and the rest. Therefore, leaders should care about culture and integration. Yet most are more interested in the rest. How can this be changed?

Leaders prefer technical problems to leadership problems. Firstly, because the former give the impression that they can be solved through reflection, discipline and hard work. So they seem finite. And that’s why it’s worth dealing with them in the end, because afterwards the world is a better (or less bad) place. Leadership problems are probably invariably interpersonal problems. And since people don’t just “go away”, leadership problems will come and go, no matter how elaborately, comprehensively and circumspectly one tries to deal with them and bring about a solution. No sooner have one been solved than the next looms on the horizon - in short: it is difficult to recognise an “improvement”.

The perspective is decisive

Leaders usually slide into leadership roles because they have attracted attention by tackling and completing challenges creatively, energetically or quickly. Their promotion to leader is thus an indirect confirmation that it pays to get things done. It is not surprising, then, that they continue to do so even when they have taken on new roles. Rarely is on-boarding thought about and perceived in companies beyond the induction of new employees. Although new leaders are really nothing else. We know them, but we expect them to behave differently. And in contrast to new employees, leaders have a much greater systemic impact - which, in my view, should be made unmistakably clear to them. Only then do they realise that besides getting things done, there is an equally important and sometimes more future-relevant perspective: Caring for others. And this is not just a task, but a constant process. It cannot be done, but should be perceived and shaped in such a way that it produces the best possible effect: an excellent culture of cooperation.

Putting dialogue at the centre

You may be asking yourself (or your management teams) how this effect is created. If employees are to cooperate, they need to communicate with each other - openly, honestly and transparently. Whether this is done face-to-face or through digital media, dialogue is THE culture-building tool par excellence. Through it, leaders demonstrate that they care and that they care. And that they have understood that in their role they should ensure that employees can do their jobs as well as possible. If they do not engage in dialogue, then they shape their environment either unconsciously, or according to their own needs or those they believe are important to employees. Nun sind Dialoge nicht unbedingt eine einfache Sache. Oft sind sie begleitet von Missverständnissen oder schlichtweg Meinungsverschiedenheiten. Sie können positiv starten und in heissen Diskussionen enden, zu Enttäuschungen führen oder Beziehungen zurückwerfen. Solange sie Transparenz und Klarheit schaffen, sind diese Rückschläge erträglich. Aus Sicht einer Erledigerin, wären solche Zwischenresultate jedoch ein Gräuel und vermutlich ein Beweis dafür, dass Dialoge nichts bringen und man sich besser auf aktuelle, operative Probleme stürzen sollte.

Integrating system effects into the target system

People learn a new behaviour for only two reasons: Either because they have to or because they want to. Against this background, the question arises how companies get leaders to actually behave as “culture creators” and to take on this (partial) role in everyday life. In my experience, the following three steps have proven to be very effective. 1:

  1. formulate a common understanding of leadership. 2. define personal behavioural goals.
  2. define personal behavioural goals.
  3. establish continuous feedback loops.

Mutual understanding of leadership No matter how big your company or organisational unit is, it is always worthwhile to sit down with all leaders and talk about what is or should be understood by leadership. You can have this process moderated externally or lead it yourself, the following building blocks seem central to me. In this way you will secure a future-oriented, positive foundation:

  • Leadership is an ongoing task
  • Leadership creates space for development
  • Leadership is prestige-free.

In addition, these three building blocks prevent you from drifting into endless word games and provide a tangible basis.

Behavioural goals Then all leaders imagine the “ideal team leader (e.g. Lina)” for their organisation and record together how Lina ideally behaves in her leadership role. Against this background, all leaders identify where they see room for development in themselves (or in their colleagues or team leaders, etc.). On this basis, everyone can now set a personal behavioural goal (e.g. give feedback more often, ask more questions, listen better, deal with unpleasant conversations in a more avoidant way, etc.). Remember that behavioural goals should meet the following 4 criteria:

  1. start with “I…” to avoid non-specific wording.
  2. formulate your goal in the present tense and without auxiliary verbs to remain concrete.
  3. formulate your goal positively to create a “towards” mood (instead of a “away from” one).
  4. stay credible so as not to overwhelm or inevitably disappoint yourself.

Feedback loops Development only occurs when events are reflected upon. Many leaders feel alone or dare not talk about challenges. Therefore, you can easily schedule self-reflection in your leadership meetings. For example, bring leaders together in tandems or talk all together about progress on a team goal (e.g. getting multiple perspectives, strengthening impact in the system, etc.).

These three building blocks are effective helpers when it comes to consciously addressing, shaping or even demanding the systemic effect of leaders. In this way, leaders are able to shed their “doer” behaviour more and more and, in return, care more and enter into important dialogues.

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