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)


First Time Right

First Time Right - an outdated claim?

In recent months, we have had to adjust our demands for predictability or resilient processes and increasingly engage in experimentation. Presumably, this will not change much in the near future. Nevertheless (or because of this), leaders in particular should continue to demand quality and reliability.

Experiments offer many advantages. For example, they give employees the freedom to approach a task playfully rather than analytically. Fewer are excluded. And in experiments, boundaries (thinking, acting, culture) are explored, hurdles or gardens are overcome thanks to multifaceted cooperation. So it’s no surprise that experiments are seen as THE answer to dynamics, uncertainty and complexity (see, among others, McKinsey, October 5, 2020; podcast und transcript).

An experiment is not a party.

In my opinion, one aspect is not properly illuminated: Despite the open form of the experiment, the joint search for answers or the calculated possibility of failure, experiments - at least in terms of cooperation, commitment and responsibility - are not parties. We should not simply enjoy an experiment in a relaxed way, avoiding uncomfortable topics of conversation, avoiding people who are too pushy, hanging out at the bar observing, or saying goodbye when things get boring.

Experiments are events where everyone involved should really, really put in the effort and make sure, to the best of their ability, that this experiment delivers what it was created for, preferably right off the bat. Experiments are often associated with considerable risks for companies. For this reason alone, the demand for “first time right” is justified.

Demand the best from employees. Only then will they make helpful mistakes - instead of just unnecessary ones.

If participants do not show the right spirit, even the tightest control rhythms or the most comprehensive reviews cannot avoid failure. If participants do not try to achieve an above-average result right away, they will only make unnecessary instead of necessary mistakes. So make sure that you convey your expectation with the term “experiment”. But this seems to become a spoiler against the backdrop of new work models (new work, agile mindset, …) or work philosophies, according to which employees should particularly pursue those tasks that they enjoy the most. This makes sense and has been scientifically proven many times. But in my opinion, this fun is not enough to really convey the entrepreneurial significance of experiments.

Customers have become more demanding, impatient and undifferentiated. An almost toxic mixture for play, fun and experiments. Nevertheless, experimentation is essential today for companies to discover opportunities, to move forward, and to create interesting opportunities for employees to learn, to grow, to expand their potential. And that’s why the demand for “first time right” is a helpful stirrup for leaders who dare the balancing act between playful impartiality on the one hand and self-responsible quality orientation on the other, who understand that companies should also develop in uncertain and complex times (instead of merely holding out).

The importance of experimentation for corporate development is undisputed. For this very reason, leaders should not only provide suitable structural framework conditions, but also ensure with concrete expectations that employees are oriented to a high personal and common level of aspiration right from the start. This makes the following results possible:

  • You realize and expand the potential of your employees. If you raise your expectations gently but also consistently, you will find those who can go one step further: Only tapped potentials point to possible further potentials.
  • Employees are not satisfied with the first best solution, they look for a better, more elegant, more effective way. In doing so, they build together on previous suggestions, searching for the next-best level.
  • Employees recognize that they do not necessarily need extraordinary talents to participate in an experiment (see, among others, Colvin, Geoff (2019): Talent is overrated). Many people surpass themselves with discipline and focused effort. Take a look at your own biography: In which moments, at which tasks or under which conditions have you really and sustainably grown?

Want to take on this task? Here are three tips to help you do so:

  • Form as diverse a team as possible. They will quickly understand that they will only achieve your expectations with open cooperation and transparent communication, but by no means on their own. Heterogeneous teams shed hierarchies, origins and status more quickly than homogeneous units - simply because no one cares.
  • Make the “Obligation to Dissent” (see, among others, Taylor, Bill (2017): True Leaders Believe Dissent Is an Obligation) a central building block of ambitious and dynamic cooperation. It requires that stakeholders are always encouraged to express their opinions openly and to draw attention to inhibiting conditions (such as mistrust, hypocrisy, or misconduct). Bottom line: “People become fearless” (Robin Richards, CEO CareerArc Group).
  • Set an ambitious deadline. This results in focused discussions that generate ideas and suggestions that are available exactly when they are needed. In my time as a consultant, such tight time frames regularly led to short nights - but always to surprisingly good solution proposals.

And here are three more observed mistakes in dealing with the First-Time-Right claim:

  • Overtaxing - “We can do it”; with these words, Angela Merkel sold an experiment to the citizens of the Federal Republic of Germany without defining it further. This was indeed a bold announcement - and at the same time an enormous overchallenge for many.
  • No overarching exchange of experience - experiments rarely run in the same way. But this does not mean that the participants are lone warriors. They should learn from each other, for example, how to deal with unpredictability or internal tensions, or how to maintain resilience and confidence.
  • Egocentric motivation - In my interactions with leaders, I regularly encounter people who pursue the development of the company with “cool” experiments rather than positioning themselves personally and cultivating their image - an unparalleled drain on resources.

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