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)

Many questions, one answer

What is leadership for? How does it unfold a stable impact in an agile environment? Which contents should be taught and trained? And how?

These and other questions build the ground of the attractive T.I.G.E.R.-leadership method©. Already many leaders use it successfully. As broad as their ambitions even are they share a common view: they engage, assume their responsibilities, encourage and facilitate. For the good of employees and the organization.

What about you?

  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


    Discover effective alternatives to your actual leadership style and behaviour. In varied modules you will learn how to positively embrace challenges and lead with joy.

  2. 02


    Shift your focus from handling things to shaping new paths: This will relief you. And employees will get further simply because they will be offered opportunities to go beyond existing limitations and grow into new roles.

    Trustful conversations and experiments will help you on your way.

  3. 03


    Unmask your own leadership behavior and laugh about the simple fact that leading others does not came easy for anybody – and that it even can’t successfully be done all the time.

    In my speeches I offer you and your guests interesting and refreshing thoughts about leadership. Presented enjoyable and still well-founded.

  4. 04


    Our annual LeaderSummit conferences you will find and expand your Community of Practice. Like-minded personalities from different industries discuss leadership and its actual and future opportunities and challenges: Gen Y, agile and tile organizations, psychological contracting… stay ahead! Allow yourself the opportunity to sit in others’ boats and learn from their experiences – as the y will from yours. Share your insights, report about successes and about things that did not run as well as you might have planned. Expand your horizon and your ambitions with this valuable exchange among peers.

    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”


Strengthen employees' self-confidence - 5 tips.

When employees successfully master a task, their self-confidence grows. In the future, they will not only solve this task on their own initiative and more quickly, but also better. Their personal performance will increase.

Interestingly, this success also influences work attitudes, creativity, personal well-being and social interaction skills. And they become more curious, more open to new things. Conclusion: encourage employees step by step with new tasks. In this article, I will summarize how you, as leaders, shape the development process of your employees in a positive way rather than interrupting it. The focus is on developing self-confidence. Here are some practical tips validated by psychological research:

Tip 1:

Let employees work on tasks that they do best. This will make them even better and increase their self-confidence in taking on new tasks. The prerequisite for this, however, is that you and your management team or your “tribal elders” regularly deal with the development of the employees and jointly determine the next development steps (tasks, projects, negotiations, management tasks, etc.). If there are no new opportunities for development, employees become bored. Self-confidence remains, but performance drops - not the best prerequisites for further positive cooperation!

Tip 2:

Build an honest picture of your employees. Who is good at what? Who fears what? Who avoids what, when and how? Only when you know the answers will you be able to convince employees step by step to leave their comfort zones, take a different path and learn something new. Studies show that employees are most likely to be persuaded by a person they respect. Important: Observe and give feedback, because it has a stronger and more lasting effect than bonus payment, promotion and status symbols.

Tip 3:

Build a “training camp”. The more often employees can practice something in a protected environment, the easier it is for them to show what they have learned in everyday life. For example, imagine an online language laboratory: The more often you practice the French irregular verbs, the greater the probability that you will use them in a conversation with French colleagues. So if you lead a young team leader and notice that she is avoiding an upcoming conflict, don’t push her into this conflict, but train her to talk (without patronizing her!) or rely on peer-learning. This doesn’t take long: 3 times 5 minutes (including feedback). This is too tedious for you? Then remember that through this micro-intervention you will also promote the self-confidence of your team leader for other leadership tasks - and that you will ultimately have less work and more time for other things.

Tip 4:

Bring an expert together with your employee so he/she can observe and learn. This alone increases the courage to dare something new. The expert will intervene if something goes wrong. What we know from driving training, you can and must implement in everyday life. In this way you have existing know-how transferred AND you give your expert a chance to let go and take on new roles or tasks. Hence, you develop several people at the same time.

Tip 5:

Take care of your employees. Make yourself aware of whether employees are “doing well”, i.e. whether they are and will remain mentally and physically healthy. This is an essential prerequisite for them to dare something new. As obvious as this is, I often observe leaders looking away when an employee is not well, hoping that a colleague will take care of it. This is not only (morally) wrong, but avoiding prevents personal growth of the leader in dealing with emotions in a professional environment.


You should make sure that employees do not become overconfident and careless despite their successes. This makes them less cautious and may lead to unnecessary mistakes. In short, sustained success in the same task is dangerous. Set the bar higher.

If employees are too strongly guarded, they will make their success mentally smaller. Nothing could have gone wrong anyway. Too much support can weaken the inner drive. In short: Throwing people into cold water is ok, but not letting them swim alone.

Demand a lot. Too small development steps do not pose a challenge and employees cannot sufficiently value their own success. In short, it must hurt. Yes, it does.

Conclusion: Employees who trust themselves are more open to new ideas and dare to take a path even in the face of uncertainty. You can strengthen this self-confidence - simply, directly, daily: give feedback!

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