The Star Roles Model is used by organisations to describe the positions managers and mentors adopt when guiding direct-reports and mentees. The concept builds on the Group Roles model developed by Benne & Sheats, taking a short-cut route to describing preferences when guiding others. Similarly, the Roles Model follows the Mintzberg 10 management positions - drawing in the most relevant elements when considering the mentoring relationship in detail. The model describes six roles, which are split into two areas of focus - Inner and Outer. The roles are neutral in representation - reflecting a preference in relation to giving guidance and support, rather than presenting a pyramidal of approaches that work towards an ideal. In use, the roles are used by individuals to recognise where their preference sits, and what the person / situation requires. In this respect, the model supports the situational leadership theory concept. Practically, managers are encouraged to use the model to critically review what is required through a close mentoring relationship, to spot when the relationship becomes less effective because of over reliance on one role, and which role to use to achieve the most effective approach. The grouping of the roles is based on the concept of Introversion / Extraversion - acknowledging that some individuals will naturally prefer an inwardly focusing role, over an external bias. The Model makes no concrete link between MBTI profiling and preference on the E-I scale and a preference on the Star Model. 'Inner' Roles 'Inner' Guidance The inner roles focus on 'closed' management and mentoring, where the mentor is using personal knowledge, insight and input to steer the individual. Whilst not solidly linked to Introversion, the notion of self-interest, focus and bias aptly describes the drivers around guiding through this position. Whilst the dialogue is driven through the inner aspects of the role, the focus from the mentor is not on the 'I' - and can be a third person approach. Positives for this role are found in the depth of individual approach, the supportive and individual nature of the mentoring relationship and the value such an approach draws from the time being given over by the manager. The Inner approach does tend towards an 'opt out' from the mentor, in that they bring little of themselves to the conversation, and can work 'at a distance' to the challenge. The Roles Greater Expert - bringing in own knowledge and