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.

Method

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.

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.

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

    Geoinformation
  • CEO

    Construction
  • Divisionhead

    Special Electronic Switches
  • Managing Director

    Health Prevention
  • Teamleader

    Insurance
TellIntegrateGrowEncourageRealize
  • 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?

Offer

  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

    Transformer

    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

    Developer

    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

    Organizer

    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.

Journal

Expertise

Coaching hours
17'220
Corporate customers
117
Private customers
102

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: 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)

Journal

Führung und Karriere – eine toxische Verbindung

Der Wunsch nach einer Karriere und jener nach Führungs­ aufgaben sind nicht identisch. Trotzdem werden sie in der Gesellschaft und in Unternehmen oft als ein und dasselbe verstanden – mit verheerenden Folgen.

Download als pdf

Erschienen im ORGANISATOR 05/19

Ist es nicht zynisch, dass ausgerechnet Vorgesetzte regelmässig Mitarbeitenden eine geringe Veränderungsbereitschaft vorwerfen, während sie sich selber erst dann bewegen, wenn ihre Vorteile gesichert sind? Verlieren Vorgesetzte eine Position, verlieren sie an Bedeutung. Deswegen halten sie an ihnen fest und verhindern alles, was sie gefährden könnte. Das liegt daran, dass Sozialprestige an die Position gebunden ist. Führung hingegen kennt kein Sozial- prestige, sondern will grundsätzlich Menschen, Unternehmen und die Gesellschaft weiterbringen. Sie geschieht im grösseren Kontext und schafft für andere günstige Rahmenbedingungen, so dass sie erfolgreich wirken können. Führung ist weder an bestimmte Menschen noch an bestimmte Positionen gebunden, sondern bezeichnet eher eine Haltung.

Disruption der Hierarchie

Während Führung überall und grundsätzlich von allen Mitarbeitenden wahrgenommen werden könnte, erzeugen Karrieren unnötige Engpässe. Ist ein Gut knapp, so steigt dessen Preis. Eine Karriere gewinnt an Wert, je mehr Mitarbeitende «unter» jemandem arbeiten. So entsteht ein Wettbewerb um Positionen. Ob Vorgesetzte in den höchsten Rängen gleichzeitig auch die besten Führenden sind? Ich bezweifle es.

Solange Unternehmen Karrieren anbieten, schaffen sie falsche Anreize. Drastische Veränderung in der Organisation sind gefragt. Ich fordere Unternehmen deshalb auf, Disruption nicht bloss in Prozessen und Technologien zu suchen, sondern auch direkt in ihren Hierarchien. Dabei geht es nicht bloss darum, diese abzubauen, sondern den Kern der Führung in den Mittelpunkt zu rücken – gerade auch im Hinblick auf die Auswirkungen der digitalen Transformation.

Die Digitalisierung fördert flexible Strukturen und eine lösungsorientierte Kooperation. Hierarchien werden durch sie teilweise überflüssig und weniger wertvoll. Das ist eine positive Entwicklung, nur wird damit leider auch gleich das Kind mit dem Bade ausgeschüttet: Denn solange Unternehmen Hierarchie und Führung als Einheit wahrnehmen, werden sie nicht das eine eliminieren und gleichzeitig das andere stärken können. Sie benötigen ein Führungsverständnis, das die zentrale Bedeutung von Leadership für die Weiterentwicklung anerkennt und fördert. Daraus entsteht ein neuer Job, für den sich leider bisherige Positionsinhaber nur selten eignen. Unternehmen sollten also auch die Rolle und Bedeutung traditioneller «Managementschmieden» hinterfragen.

Demokratisierung der Führung

Sind die neuen Ausbildungslehrgänge beispielsweise zu «Digital Leadership» eine Option? Nur dann, wenn es ihnen gelingt, die toxische Verbindung zwischen Karriere und Führung aufzulösen. Unternehmen müssen erkennen, welche Bedeutung der Führung für die Gestaltung der Zukunft wirklich zukommt. Sie sollten verstehen, wie diese flächendeckend von allen Mitarbeitenden wahrgenommen werden kann. Das stärkt und pflegt die Kollaboration, Integration und letztlich die erfolgreiche Unternehmensentwicklung. Führung ist Kultur ist Führung. Und sie ist damit der einzige wesentliche Unterschied am Markt. Deswegen gehört sie nicht (mehr) in die Hände von Karrieristen.

Mehr dazu auch im Buch “Führen mit der T.I.G.E.R.-Methode”

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