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 (spotligt)

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. (more)

  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.


  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

Selection of
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”


Leading from Home Office

With these 5 tips, leaders can successfully lead from their home office.

Note: The tips refer to the 5 core tasks from the T.I.G.E.R.-Method© (following links lead to articles in German): Tell, Integrate, Grow, Encourage and Realize. I have developed, tested and refined this method over the last 15 years. At its core is an enabling and supportive leadership attitude, thanks to which employees develop, create opportunities and move the company forward. (more)

Home Office: Moving forward together even at a distance.

Tip 1 (to TELL): How to touch employees.

In the dictionary, resonance is described as “resonance of one body in the vibration of another body”. This is exactly what it is all about: Employees should pick up your vibration, resonate with it and transmit it to others - even if they are not physically present. Use the simple structure: yesterday, today and tomorrow. Especially in special times, employees look ahead spellbound. They ask themselves what lies ahead and whether they are (still) up to it. In doing so, they forget their own competencies and experiences. If you now establish a connection to the recent past (“gerstern”), you strengthen the connection to these competencies and abilities to act in the here and now. Put “today” in relation to “yesterday”: What can employees rely on? Who can they trust? Then turn your attention to “tomorrow”: What will continue to apply in the future? Help employees tie their ships to anchored buoys.

Tip 2 (on INTEGRATE): How to connect employees into proactive, agile and versatile collectives.

Trust is created at the intersection of what you say and what you do. (more (in German)) So pay attention to what and how they say something. After all, video conferences in particular can tempt you to talk too much to trigger a reaction. Create security and trust by speaking clearly, in a structured manner and by picking up specific answers in order to minimize the scope for interpretation or misunderstandings (and loss of trust) as much as possible.

Tip 3 (on GROW): How to develop potential in employees.

For example, strengthen the self-efficacy of your employees. There are basically four ways to achieve this: repeat successes, observe them and then have them copied, convince them personally to take new steps or appeal to a higher value. The third alternative is the home office: Win others as a person of respect, convince them. This has nothing to do with authoritarian behavior. You gain respect if you care about others and take yourself back. In this way, you gain a broader overview and create the right opportunities for others. And this is exactly what Grow is all about: enabling others to succeed, holding the stirrup and ensuring that employees can grow beyond themselves. (more (in German)). Because only realized potentials point you to further potentials.

Tip 4 (on ENCOURAGE): How to empower employees to help themselves and others.

The big difference between leaders who think they are being coached and leaders who are actually being coached lies in their ability to endure silence. Because coaches are good questioners. Many leaders are overwhelmed with this silence, filling it with empty phrases or redundant information. Employees then “switch off” and wait until superiors show what they would do in their place. So if you want to coach, then you provoke the “pronounced benefit” - the independently developed insight into new ways, solutions, opportunities. Help others with questions instead of tips or instructions. Especially in the home office you run the risk of getting involved yourself, of breaking the silence. Because you are simply not used to saying nothing on the phone or in a video conference.

Tip 5 (on REALIZE): How to consolidate and multiply employees’ successes

In the home office, it is difficult to obtain information (e.g. about a newly developed solution approach at customer X) that is not directly related to virtual meeting topics. The informal exchange is interrupted. However, companies are dependent on sharing such achievements internally and multiplying successes. Talking about successes proactively becomes a necessity, especially in the home office - otherwise the company loses attractive opportunities. Share successes. This also increases employee visibility - a nice counterpoint to distance.

More articles