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

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!

    Working together on leadership is much fun. 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.

  5. 05

    Multiply!

    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!

Journal

Expertise

Coaching hours
13400
Corporate customers
91
Private customers
71

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: Release of latest publication (in german only): “leading with the T.I.G.E.R.-Method”

Journal

Foster gratitude - 3 options

Admittedly, my first attempt to transport the topic of gratitude into a business context was not exactly what one would commonly call a “walk in the park”.

The reactions of the (mainly male) participants ranged from incredulous amazement to audible gnashing of teeth and disparaging shaking of the head. But 20 minutes later this phase was overcome. How did this happen? In this blog I describe three ways to integrate gratitude into your everyday leadership life.

Even though numerous studies have already proven the effect of gratitude on the performance of employees, I would still like to mention the core statements here:

Gratitude invariably triggers positive emotions. They are the only infinitely available fertilizer that allows employees to flourish - regardless of gender, culture, education or hierarchy. And gratitude works reciprocally. Those who express gratitude will also receive gratitude. Point.

With gratitude it is unfortunately like with feedback. Both cost nothing and, despite their undisputed and consistently positive effect on commitment, loyalty, creativity and cooperation, are shamefully omitted. Often, this is done for fear of possible, uncontrollable emotions of the counterpart alone. In my opinion, this says more about the sender than about the recipient. And it forces one to ask whether leaders can also be grateful to themselves. But let’s not go that way now. So do you integrate gratitude into your daily routines as a leader?

Option 1: Sharpen your radar

A cautious way would be to become clear to yourself on a weekly basis about what you were/are thankful about. The “Gratitude Journal” helps some leaders. Just use the note app on your smartphone. Every Friday at 17:15 you write down your observations. And ask yourself if the list really can’t be any longer. No matter how you proceed, this way makes you aware of the topic without the need to express yourself to third parties. Seems safe, seems feasible, doesn’t it? Good. So what are you grateful of that happened last week?

Option 2: Become a joyful ambassador

The first stage of interaction are personal “visits” to employees to whom you are grateful for whatever reason. But beware: gratitude refers much less (or not at all) to an achievement but much more to a person’s (unexpected) behaviour at a specific moment that helped sustain or master a situation. And by making these visits, you will also notice whether you are always visiting the same people. So: with whom do you seldom stand at the desk and why is this? Are your reasons really fair?

Option3: Be serious

At the second stage of the interaction, you formulate your gratitude in handwriting. You then send off your card. The effect of this card is enormous. You probably think I have to say that now. Fair enough. Then test this stage in a familiar environment: write a few lines to your partner, your wife, your children, your parents, your siblings. Even if you expect one or the other reaction in advance, you will still be surprised. Guaranteed. And then you will feel for yourself how gratitude works reciprocally.

Now I don’t want to bend you in any way and encourage you to do things that you think don’t suit you. Don’t worry. I hear this excuse at least twenty times in the course of a workshop. And in follow-up sessions it turns out that everyone – without any exception – had only positive experiences. And not only because they surprised other people with something “new”. But even repeated expression of gratitude will not dilute its effect.

Be grateful that you can expand your leadership repertoire with gratitude. This gives you and your employees easier access to each other, especially in rather rough times. It will allow all of your team to act, create and cooperate more comprehensively. Isn’t that what you want? Exactly.

Gratitude is a very effective and simple management tool. Therefore it is an important element in my book Führen mit der T.I.G.E.R.-Methode© (german).

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