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

Leading yourself successfully.

Leaders are not only expected to lead others successfully, but especially themselves. An important contribution to this is the ability to honestly question oneself. Learn in this newsletter how to achieve this easily and effectively.

It is not uncommon for clients to associate “questioning oneself” with a request to deeply and fundamentally examine the value of their existence and actions. This may be appropriate, but it can by no means become a daily routine. The following three questions are much better suited for this.

What is important to me?

This question appeals to your costume of values and your standards. Do you want to have integrity? Prudent? Just? Whatever it is, make yourself honestly aware of it. Because these values serve you as orientation in confusing or complex situations and they help you form opinions and make decisions. Where you stand today is ultimately the sum of all your decisions and non-decisions. So if you are not sure what is important to you, look at your past and ask yourself two simple questions: a) Who am I? And b) Why am I here? Thanks to the first question, you will recognise who you are today, what makes you or distinguishes you. And the second question directs you to your decisions and thus to your motives, which in turn point to values. In the end, there is no preset what has to be important to you. But companies expect you to behave in a way that corresponds to your role, function or responsibility. The more this represents your own values, the easier you will act. If not, you will bend every day, which is proven to make you unhappy or even sick. So if you do not find enough in your work what is important to yourself, this work will give you little meaning, which will eventually affect your motivation, creativity and joy. If the two questions above seem too elaborate, do a quick test: Look in the mirror every evening while brushing your teeth: Can you stand by yourself, your decisions, your behaviour? If not, then you are probably not doing what is actually important to you. And in doing so, you are influencing the environment of the employees in a way that does not really suit you. You are bending. Make sure that this situation remains an exception.

What should I learn?

Successful leaders are not afraid to learn new things proactively. They know that they do not understand many things and want to improve themselves and their decisions. They do not follow tips blindly, but look at new things critically. They are particularly interested in whether and how the new things affect their previous assumptions (and future decisions). That is why they want to understand how others “see the world” and what assumptions they make - in short: they consciously put themselves in the shoes of others in order to gain new perspectives, to recognise new connections, to learn new things. Firstly, to overcome their own limitations based on their previous assumptions. Secondly, to understand whether they themselves are the reason why others (have to) make limiting assumptions. It is precisely this last perspective that I count as system learning, i.e. the examination of relationships and dynamics in a system. Because in it we are always both influencing and influenced elements. In your role as a leader, you are probably more the former - and for this very reason should always remain open to identify your (hidden, unconscious or even unintentional) impact. A helpful discipline for this is listening to learn rather than correcting or winning (see Newsletter No. 3; January 2021). If you can’t find any clues about what you should be learning right now, just type in a keyword on YouTube (or other platforms) that dominates your daily life today and then skim the list of results. I am sure you will find what you are looking for.

What contribution can I make now?

Focus on what you can actually and directly contribute, influence or decide - whether that is a more operational measure that will be implemented within a week or a strategic initiative that will take place over the next 12 months. Successful leaders pursue their contribution regardless of how costly, complex, uncertain or painful it may seem - simply because it is the right thing to do. In doing so, they are not guided by selfish motives (how can I use this situation to my advantage?) but rather altruistic ones (what is the best I can do for the organisation in my role and function?). Especially the answers to the question before (“What should I learn?”) provides helpful hints in this regard.

Of course, they do not make their contribution exclusively personally or directly, but usually create conditions and means that are necessary for this contribution. Most of the time, these are then to be saved elsewhere, which probably does not suit everyone and can lead to resistance. It is therefore all the more important that they understand exactly why or to what end they are making their contribution, what open potential they want to realise with it, what added value it creates and why this contribution is significant right now.

If it is unclear to you what contribution you are actually making, then carry out the following thought experiment: “What would no longer be possible in the company, in a particular organisational unit or in a project if you no longer existed in your role, function and responsibility?” Don’t settle for the simple answer that ultimately everyone is replaceable, but dig deeper: What important and concrete contributions would actually be eliminated? If you do not find an answer or if there is hardly any connection to your answer to the first question (“What is important to me?”), then you should make a personal assessment of where you stand.

Conclusion: With three questions you can effectively question yourself in everyday leadership: If you know what is important to you, what you should learn and what contribution you should focus on, you consciously control your actions - take your formative responsibility as a leader.

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