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

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”
− 2021: Conversations at the Growth Edge; by J. Garvey Berger (cultivating leadership)


ME vs. WE

ME vs. WE: the collective as a discontinued model?

Increasingly individualized worlds of experience strengthen employees’ personal expectations and demands toward companies. But these rely on a collective perspective to master transformations in particular. But how do leaders strengthen this perspective?

Opposing individualization is probably not advisable. Because pressure usually creates counterpressure. And leads to a downward spiral. People change their behavior for two reasons: Either because they have to or because they want to. I therefore advise leaders to take a closer look at two phenomena of individualization and use them for the collective perspective.

Both are connected with the trend towards continuous self-optimization. It moves an enormous number of people and influences their behavior - quite independently of the dimension. Whether it’s about eating healthier, exercising efficiently, performing more calmly, or being able to relax more deeply: What all these ambitions have in common is that they are not nourished by success alone, but need continuous, confirming and, above all, rapid feedback to do so. This need is fulfilled not only by digital helpers, but above all by specific communities whose members constantly comment on and evaluate each other. Friends and acquaintances, for example, confirm to me that after they have posted something on Instagram, they check several times a minute to see who has reacted to it and how - an unqualified “thumbs up” as an indicator of one’s own development?

This brings us back to the two phenomena that leaders can also use to shape a collective perspective:

  1. employees may have the courage to share personal content in an anonymous community. However, they fear that they will not get anywhere with it. They are looking for confirmation.
  2. employees cultivate an emotional connection with (new, digital) reference groups via values, attitudes or motives. They are looking for belonging.

There may be various reasons why companies have a hard time competing with the fluid, fast-paced, and attractive digital reference groups. But companies don’t need to find followers: They have all already signed a contract. Unfortunately, only a few take advantage of this.

You are good - or the search for (immediate) confirmation.

Regular feedback is probably the most effective management tool par excellence - and the most undervalued at the same time. Yet, year after year, thousands of leaders in a wide variety of courses, seminars and workshops take it upon themselves to give more and better feedback - without really changing much.

This is partly due to the practice system (which I will not go into here) and partly because the feedback topic in courses tends to be discussed from the perspective of the “giver” rather than the “receiver”. So it is more about how leaders integrate more feedback into their routines rather than what value feedback has for the relationship and building relevance and is therefore worthwhile for all involved (so leaders don’t need to give more feedback, but want to give it).

When it comes to leveraging individualization for the organization, leaders should understand that employees are constantly seeking feedback. They turn to those sources that are bubbling with it: Instagram, Facebook, Pinterest, Snapchat, etc. Fortunately, their feedback is binary (thumbs up or thumbs down) and does not provide targeted support, although this is precisely what increases the value of feedback.

So when leaders give feedback, it’s always in terms of a goal or motive that the company and employees share - for example, just getting better (guided, mentored, continuously). This feedback far surpasses the binary feedback of social media in terms of quality and is much more interesting because it is denser and more dynamic. This also allows leaders to establish feedback as a cultural building block rather than a copy-paste, one-way message.

My tip: Determine together with your employees how and for what purpose mutual feedback is to be used. This makes it easier for you to clarify bring and fetch obligations as well as mutual expectations. Outline boundaries (e.g., your own time availability) and agree on mutual responsibilities. Just because many are thirsty for feedback doesn’t mean that you, as the leader, can’t - and shouldn’t - actively shape that search.

Be different - or the search for an attractive swarm.

Self-optimization requires not only continuous feedback, but also a high relevance of the community that provides feedback. In the digital space, such relevance is readily available and algorithms promote easy integration with “think-alikes.”

Meanwhile, a community is only relevant if it responds affirmatively to individual contributions. This intensifies interaction among members and in turn strengthens the relevance of the community. This success-critical co-dependency between giving and receiving feedback means that positive communication is always the order of the day.

Such feel-good oases strengthen emotional affiliation on the one hand, and on the other, the belief that one can develop for the better and thus distinguish oneself from others (who are usually not members of the same community). This creates a virtual home in which the members are integrated in a swarm-like manner: All are allowed to move freely, yet all react similarly.

Hinweis: In my book «Führen mit der T.I.G.E.R.-Methode©» you find more about in the chapter «Integrate». Please do not hesitate to contact me if you want to learn more. I am looking forward to talking with you.

The less companies care about social cohesion and cultural integration of employees (i.e., serving this co-dependency), the more important groups that (more) perform this task become. And the more difficult it becomes to give negative feedback, to criticize and to agree on and demand alternative ways to reach the goal.

Especially in companies, it is not just about individual optimization, but about business development, innovation and dealing with complexity. For this, companies need a collective perspective, i.e. employees who accept the limits of individualized self-optimization and are able to set aside their own interests in favor of the collective.

My tip: discuss with employees what is relevant, when and why. Then ask yourself how you can create and maintain this relevance (also on behalf of the company). So that affiliation is created. So that the company is perceived as a relevant partner for its own further development (and the influence of external, digital groups tends to decrease).

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