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)


How you integrate cynics

Many people use sarcasm to keep their distance from the numerous everyday tasks. Sarcasm can be seen as a special form of humour that generally does not have a negative effect on the commitment of employees. The situation is completely different with cynical employees. They reject (company) norms and make fun of them. Cynicism is always hurtful, clouds the mood in the team and undermines the dynamics of development. Cynicism ultimately affects everyone. Try to identify cynicism early in order to decisively counter it and avoid disintegration of your team.

The newly appointed project manager Hanna has packed the project goals and their underlying company goals into a simple, comprehensible story (see also the core task TELL in the T.I.G.E.R.-Method@). She is aware that her story only provides movement but also needs direction. Therefore, she sits down with all project members and sketches out corporate and individual perspectives, which may result from during and after the project. By stressing similarities of perspectives, she fosters buy-in and secures herself a “trust account” – however, not with her expert Nic. The expert not only denies the company’s foresight but also describes the project as “occupational therapy for those up there”. Furthermore he believes that it is suicidal to entrust this project management to someone who hardly has the necessary skills. But this has always been the case: Competent people have never made their way up in this company. The courtiers did. Hanna is so offended by the remarks that she can’t even say a single word. Since Nic will only be responsible for a rather small side stage within the project, Hanna concentrates on everyone else and doesn’t let Nic distract her any further. Only it comes as it has to: When the project contents have to be implemented and enforced, one or two mistakes happen. Most of them can be traced back to wrong assumptions in the planning phase. That’s why Nic gets going, because his original reservations are all confirmed. With his now “officially correct”, cynical remarks, he unsettles the team, undermines Hanna’s authority and uses the general disorientation to demonstrate his assumptions, his power and his competence - the project implementation is about to fail, the employees no longer know who to follow.

No matter how Hanna’s project eventually ends, the roots of the issues lie in the initial phase. Again and again I hear clients sing the same canon: “From the very beginning I felt that this relationship was becoming difficult, unpleasant. But I didn’t want to listen to my inner voice. And now I had to bring up a lot of energy just to find myself back in the same starting position.”

So what can you do?

Early detection

First of all: You can’t and shouldn’t teach cynics a better lesson. You have no chance. The fight that cynics fight with themselves and their environment is not yours. You alone are responsible for your team’s performance and that employees can flourish. Generally, cynics poison your wells. So defend yourself. However, always grant people a second chance: From my point of view, there is only one way for non-psychologists to deal effectively with cynics: A conversation about the company’s past. Cynics are not born as such, they are often the product of the very system they attack. Listen carefully. Do you notice hurt feelings? Which ones? Which of them can be healed/repaired? Who do you need to overcome the situation? And then move on as quickly as you can and offer the cynics what you possibly can. Don’t negotiate. And then you execute track 1 or 2.

Track 1: The satellite approach

The core satellite approach is often chosen for portfolio management. Here, around 80% of the assets are allocated to a specific core investment and the remainder to complementary investment vehicles. The aim is to diversify the risk and thus protect the portfolio from fluctuations in value. The vernacular has known this strategy for a long time: “Don’t put all your eggs in the same basket”.

Step 1: You can proceed in the same way if you have identified a cynic - keep him/her at a distance. Do not include him/her in processes or meetings where he can harm you and your core team. Position him/her as a satellite. Reduce and control the depth and frequency of interaction with the core team. This is not a conscious disintegration but rather a conscious partial integration.

Step 2: Focus on what you need. Formulate a clear, short mandate to the cynic and also a clear expectation of behaviour (see my journal article “The Leather Medal”). Record both in writing. Do not engage in discussions. It is not worth it.

Step 3: If you do not receive what has been agreed, consider possible reasons. What can you do or influence, to help the cynic succeed? Can you help professionally or humanly, can you use personal relationships or can you influence the conditions, then do it. If that doesn’t help, escalate the situation: a) involve your superiors and/or b) let go of the cynic, just as an investor separates his assets from a satellite.

Please note that the three steps above are designed to create opportunities for cooperation: For you, for the team and for the cynic. I have seen parties that have come to terms with this approach very well and have been able to establish a minimal, constructive collaboration. Your expectations of a team and your personal level of tolerance limit the possible outcome.

Track 2: Silent acceptance

I stumbled across this term many years ago during my studies in business administration. Without getting too close to lawyers, I describe the silent acceptance as follows: Certain facts in the context of a trade (purchase, financing, etc.) do not have to be explicitly approved or approved by the other party, but apply automatically after a period of time. They then have been accepted silently or indirectly. In this way, your health insurance communicates rising premiums: You receive a new policy and if you do not want to accept it, you must take action: resign and look for a new insurance company. If you do not take action within a certain period, the new policy will be considered accepted (silently, indirectly).

In the project team: Launch a project with a kick-off and photograph all employees. Put the picture in the project newsletter or use it for another medium with which you want to inform various parties. If you can’t use a photo (because you don’t have one or because your employees don’t want one), add a list of all your employees to the newsletter with their names and the respective assignment in the project.

In the line team: Give your cynics tasks that explicitly support the team. If these orders are completed constructively, then you have achieved enough “integration”. Make sure that team feedback is given to the cynics. Avoid being particularly nice or try to teach the cynics. Just provide facts. If, on the other hand, the tasks are only partially or insufficiently completed, you have a firm basis for criticism and for demanding a different behavior. Record all agreements in writing.

The aim is always to integrate employees so that they can contribute their know-how. Letting people go is always the last step. First of all, seek dialogue with colleagues (and also with superiors). Question your position and opinion. If you then still are convinced that a separation is the best thing for everyone, then follow through. You will always get support, because cynics are not on anyone’s wish list. They make themselves unpopular almost everywhere.

Conclusion: Create integrating facts. If other people do not like these facts or want to support them, i.e. if they would like to pull themselves out of performance responsibility and integration, they must explicitly contact you. Otherwise, quiet acceptance applies. You can refer to this again and again, if the cynics should not help to support the goals and company norms by their behavior. In this way you create an “official situation” to counter these disintegration attempts - or to accelerate them in a targeted and well-founded manner.

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