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

#attitude_04 | Newsletter | Win or avoid losing?

Do you want to win or not lose? A perspective on transformations.

** How can leaders in companies maintain proven quality when their ingredients (technologies, buyer behaviour, working environments or cooperation models) are constantly changing? By questioning their expectations.**

“If I don’t lose, the other guy can’t win.” Boris Becker is said to have once described his game tactics with these words. Whether you face challenges as either a “winner” or a “non-loser” influences your willingness to make mistakes. And if you stick rigidly to one of the two roles, you will sometimes make the wrong mistakes and miss opportunities.

If you don’t want to lose, you will not allow mistakes, control more and rely on the tried and tested. Anything else is negligent. You try to anticipate potential stumbling blocks or delicate situations. Nothing must escape your attention. Your perspective is selective, focused, narrow.

If you want to win, you look for new ways. You are curious, you question. Even if you proceed cautiously, you accept undesirable results. Your perspective is wide and open. This allows you to keep an eye on your goal and to switch to other paths should you ever get stuck - vividly illustrated by the so-called “slow elevator problem” (Source: Wedell-Wedellsborg; T.: What’s your problem? (2020)):

The owner of a commercial property is confronted with complaints from tenants that the lift is too slow. He looks for solutions (increase speed, increase capacity, form tenant clusters to create more “carpools”, …). All of them involve enormous effort. At lunch, he talks to a colleague, a facility manager, about his problem and that he has not yet found a workable solution. The colleague says that the real problem is not the lift, but the individual waiting time. A simple solution would be to install mirrors in the waiting area. Nothing attracts the attention of the waiting passengers like their own reflection.

While individual athletes choose one or the other role depending on their level of play, training and possibilities, this decision is more complex for leaders. This is because the decisive individual events are interwoven, interact (opaquely) with each other and cannot be isolated. The simple decision logic “if X, then Y” does not apply.

Read transformations.

However, despite the best preparation, transformations constantly give birth to such opaque situations. They often trigger intense emotional reactions. Their mostly unknown interactions with surrounding systems make transformations unpredictable, ambiguous and surprising phenomena that challenge leaders in many different ways (source: Duck, J.: The Change Monster (2002)). As leaders, you should fulfil both roles (simultaneously, equally): Taking risks AND avoiding mistakes.

Now you may object that some people tend to see a glass half empty and others a glass half full. This is linked to their personality. Just because this reasoning is excellent for avoiding important leadership challenges, it does not make it any more true. Optimism and pessimism are learned interpretations and not hard-wired into the DNA. They can therefore be specifically changed (source: Seligman, M.: Learned Optimism (2006)). In other words: We can all learn both roles and behave appropriately in unpredictable events during transformations.

Digression: 2 wolves

A grandfather tells his niece about the two wolves that live in each person’s chest. One wolf is aggressive, opinionated and self-centred. The other wolf is friendly, open and helpful. When the girl asked which wolf would win, the grandfather said: “The one you feed.”

And which one do you feed?

Type A and B transformations

Transformations can basically be divided into two types: Transformation type A solves a old problem in a new way (to reposition today’s business to maximize its resilience); transformation type B solves a new (but related) problem in a new (but related) way (to create a new growth machine).

Source: Anthony, S.; Gilbert, C.; Johnson, M.: Dual Transformation (2017).

A company can either change what it does or how it does it - or combinations thereof. Since the two types present companies with different challenges, it is important to distinguish them neatly, not to confuse or even mix them up. As a rule, the requirements of type A transformations dominate those of type B, because they seem simpler, more logical and less dangerous - they are thus ideally suited to “not losing” and therefore tend to enjoy a larger following. For this very reason, type B transformations should be supported with their own resources and ideally be assigned to a separate team that practices the role of the “winner”.

Transformation culture?

Interestingly, it is less important that you make the right decisions in transformations (that would also be clairvoyant given their unpredictability) than that you create a culture that supports transformations, promotes both the role of the “winners” and the role of the “non-losers” and demands them with appropriate expectations in each case. This is the conclusion of a study (source: Berry; C.; Fowler, A.: Leadership or luck? (2021)) on the correlation between CEO decisions and the share price performance of the companies in which they work: The influence of CEOs is only marginal. Insight: Decide what you can and must decide. However, make sure that you shape a culture in which transformations are supported.

Conclusion: So ask yourself about transformations: What type do they correspond to? Do you and others take on the appropriate roles? And are goal-oriented expectations formulated? Because if not, disappointment and frustration are pre-programmed, results are not achieved and opportunities are missed. The wrong mistakes are made and then “not losing” becomes the core programme. The balance between consistency and dynamism shifts to the detriment of dynamism. A culture of error avoidance establishes itself.

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