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

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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”


Who do you trust?

The Say-Do-Gap: The smaller the overlap, the thinner the trust.

Many experience leadership and loneliness as Siamese twins. Yet this role would actually offer a wide range of access to others. And the higher someone climbs, the less he trusts feedback from others - loneliness increases. Obviously, a self-sustaining cycle works here. But can it be broken?

According to popular belief, the air at the top is getting thinner and thinner. This means that in hierarchically organised companies more and more power, responsibility and recognition come together in one position, the higher up it is. This is why the competition between candidates for these positions is particularly fierce. And in this battle, one is well advised to trust other people only very carefully. Otherwise the hard-won position will be lost very quickly.

Fortunately, these Machiavellian patterns of behaviour are not (any longer) necessary everywhere. Nevertheless, the question remains as to whom leaders can and should actually trust. Here too, the vernacular has a piece of advice: “Trust, look who! But what should one look at when trusting?

Ask yourself: who do you trust and who do you trust less? When do you decide whether you can trust someone? To this question I usually hear answers such as “yes, you can only tell over time” or “I rely on my gut feeling” or even “that’s really just a matter of attitude”. You have probably heard such or similar answers or even used them yourself. This brings us to the question of how trust actually arises. How do you strengthen your trust in others? And how do they make it easier for others to trust you?

In the beginning there was the word.

Injuries are dangerous. This applies not only to physical but also to mental injuries. Therefore we humans try to avoid them: We walk carefully in the dark so as not to stumble. We have airbags, seat belts, emergency exits. We listen to other people and put ourselves in a favourable light. I’m sure you can easily give other examples of how we try to prevent injuries.

This behaviour is human and therefore it is also evident in the operational environment: cooperation suffers when employees do not trust each other. This makes it all the more important that you not only succeed in gaining this trust, but also in strengthening it (and giving it to others). The following picture summarises how you can succeed in this:

Trust is created at the intersection between everything you say, announce, promise and what you actually deliver. This is perfectly understandable and actually quite simple: if your partner does something different than what he or she (once) promised, your trust will immediately disappear. How painful was the experience when you were lied to for the first time by your daughter or son? You will probably never forget that moment.

So we can now close the gap to the loneliness of the leadership role. Just look at who is doing what he/she has said. This implies that you should hold back from telling others what to do, but give them the opportunity to express these planned steps themselves. In this way you will promote a sense of responsibility and release far more energy in employees than by simply giving instructions. And how do you manage to do this over and over again? By asking questions! If you ask questions, you usually get answers. “Who can contribute what to reduce waste in production?”

Ask more questions! Train yourself to ask useful questions and thereby recognise the power, strength and significance of a question to strengthen mutual trust. This is not just wishful thinking, but experienced everyday life. In exchange with peers, many leaders receive diverse, helpful and competent answers to their questions. Answers that are based on experience. Of course, this does not mean that they are easily transferable to other situations.

That is not the point. The point is that the questioner and the respondent can trust each other because they are actually in the same boat, so no one is going to punch a hole in it. Because these two parties do not know each other personally, there is no competition that could distort or undermine this exchange. And because these questions and answers are read and evaluated by many others - they are thus given a seal of approval, so to speak. No one has a motive to lie, cheat or deceive others. But they all want one thing: to break through loneliness.

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