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

Mental hygiene for companies

Mental hygiene for companies: How to expose destructive leadership behavior.

Many people suffer from destructive tactics of their superiors. They can’t thrive in such a toxic work environment. Sharpen your eye for such tactics - using three examples.

In my work, I have encountered many destructive tactics. They torpedo cooperation and communication, slow down the performance process, stir up conflicts and promote power games. They all primarily damage interpersonal relationships - stoking fear, fostering mistrust and arbitrariness.

The following three examples are probably not the most devastating, but they are very common - and therefore easy to expose.

1. Listening to win.

Leaders often try to hide their own insecurity by not letting employees have their say or by picking apart their arguments instead of listening to them. Three tactics can often be distinguished:

  • Leaders feign interest: They wrap employees in an illusion of trust. As a result, they feel encouraged and disclose all their arguments. These are then used against them.
  • Leaders become personal: they aim their arguments directly at the exposing employee and relentlessly point out deficiencies in content, ridiculous justifications or unrealistic assumptions. You exaggerate the complexity of the “big picture” and stifle further discussion by referring to your years of experience and expertise.
  • Leaders use worldly words: With meaningless argumentation, rambling, incoherent explanations or far-fetched justifications, they leave employees or even initiatives in the dust. They deliberately confuse and then dissolve the situation themselves with their own suggestions.

Tip: Debunk this “listen to win” approach. Instead, encourage people to learn as much as possible from conversations (“listen to learn”). Otherwise, this destructive approach is guaranteed to stop engagement and frustrate employees. Their performance will decline noticeably and for a long time.

In this short video (3.30 min), Jennifer Garvey Berger explains the "listing to learn" approach.

2. Demand agreement.

In 1988, psychology professor Jerry Harvey presented the “Abilene Paradox” (see Harvey, Jerry, B.; (1988): The Abilene Paradox - the Management of Agreement). It shows how a group of people decide to take an action that none of the individuals personally wanted (namely, an hour-long trip to Abilene, a place no one cares about, in a non-air-conditioned car in sweltering heat and dusty roads). To the need to belong, individual desires, ideas, opinions were subordinated.

I often observe that leaders drive a wedge between employees. They want to separate the followers from the rebels, to “rule” over belonging or exclusion. Many explain this black-and-white, destructive tactic to me with fear of losing power. But when we stop questioning things or see ourselves as the only one who knows, we slow down the development dynamics in the company: Employees fear isolation or sanctions, teams learn nothing, new ideas are not voiced - in short: the company rots from within.

Tip: Debunk this compulsion to consent. Many leaders practice not merely tolerating dissent, but consciously demanding it in order to find weaknesses in their own argumentation, concept, or presentation (see Taylor, Bill; 2017); see also #attitude_02 “first time right “).

3. Bypass corporate culture.

It is not uncommon for me to hear the argument that anyone who is concerned with values, cultures or even meaning in the company is being used in the wrong way and is not suitable for the tough competition. In addition, these topics set the wrong impulses, for example in recruiting: People are addressed who are not committed to the central performance process, but prefer to occupy themselves with irrelevant or detached things, which disrupts cooperation and ultimately provokes an entrepreneurial imbalance. A quote from a customer, who left me speechless for a moment, fits this:

“If my people talk about values, I dramatically increase pressure”.

If employees do not recognize the company’s contribution to society or do not feel the company’s values, their work seems pointless and they do duty by the book. Lacking energy and joy, they leave their mark on the company, which therefore sinks into the great swamp of meaninglessness without character and charisma.

Tip: Debunk the cynical approach to corporate culture. Instead, make it tangible for employees by, for example, explicitly justifying decisions with it (see McKinsey Quarterly; December 2021); Purpose, not platitudes: A personal challenge for top executives).

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