sharing this with the person being guided/mentored - having the comfort and knowledge to advise technically, procedurally and personally - based on experience and sourced knowledge Critical Partner - brings personal challenge and structured dialogue to the interaction relies on socratic questioning to help the other person realise the truth of the situation and challenge their thinking with the aim of expanding the dialogue and their sphere of consideration. Sympathetic Ear - provides a non-judgmental sounding board for the mentee to discuss issues and challenges - establishes a secure conversational environment and falls into the 'friend/confidant role 'Outer' Roles 'Outer' Guidance In comparison, the outer roles are driven more by a sense of 'open' input, that seeks to bring in contextual experimentation, relational aspects, and wider links to the outside world. This 'extroverted' approach relies more on the mentor bringing in the 'I' and making value-based judgments on what is and isn't required. Positively, these roles are highly effective at supporting others through cultural and behavioral challenges, and giving a valid platform for personal input and demonstration from the mentor. When adopting these roles, managers have to be observant against a tendency to place too much emphasis on self-opinion rather than fact, and for them to take ownership of the problem/challenge being discussed, rather than coach the person through the issue. The Roles Background Champion - works within the organisation to secure wider support, input or change to assist the mentee in achieving their aims - lends their name and weight to the issue and is happy to be quoted as support for the work Role Model - bases conversations around challenge on their own direct experience and personal approach to problems - gives mentees steer through "I would..." conversations that educate through replication of their own success rather than self exploration and learning Cultural Navigator - imparts detailed, personal knowledge of the cultural flows and key figures within the organisation - uses personal experience and opinion of individuals, teams and departments to shape a route through the challenge for the individual Application The Star Model supports two aspects of mentor / leadership training: Awareness of preference - used to explore their likely preference, conversations driven by the Roles can lead to a stronger awareness of how their individual leadership tends to manifest practically. Following on from this recognition, leaders use the model to better plan interventions with individuals, and