DESCRIPTION
The STARR Method is based on Situation + Task + Action + Result + Reflection and is a structured storytelling, communication and reflection framework which guides someone to describe past experiences in a way that is clear, impactful, and speaks both of what was done AND what was learned. It’s often used in interviews, performance reviews, competency assessments, or in internal storytelling, case studies etc. The structure helps ensure you cover context (Situation), responsibility or challenge (Task), what you did (Action), what resulted (Result), and what insight you gained or how you grew (Reflection). Combining outcome + insight makes it special: not just what happened, but what you learned, so the narrative shows both achievement and self-awareness and continuous improvement. That makes it stronger than simpler formats in contexts where growth, adaptability, learning matter.
ORIGIN
The method builds upon the earlier STAR (Situation-Task-Action-Result) model, which is a well established interview and behaviour-based assessment tool. The “Reflection” extension adds the “R” at end and is often used in HR, career-development or competency-based interviewing frameworks in many places in the European area.
USED BY
Very often used by recruiters & hiring managers for behavioural and competency-based interview processes (to assess how candidates handled past situations), career and professional development coaches & training programs, to help people craft stories for job applications, performance reviews, promotions. But also for internal communications or leadership storytelling, when someone wants to showcase achievements and growth. And even educational institutions and universities to prepare students for interviews s to start their professional careers or to reflect on projects.
Approximately needed time
- Step 1: 1/2 hours
- Step 2: 1/2 hours
- Step 3: 3/4 hours
- Step 4: 1/2 hours
- Step 5: 3/4 hours
- TOTAL: 3.5 hours
METHOD
MATERIAL YOU COULD NEED: Worksheets or templates that prompt each component: Situation, Task, Action, Result, Reflection. Pen & paper or digital tools to draft and share stories. Flipcharts or whiteboards for group workshop to share examples. Timer for time boxing. And potential audience and stakeholder information (to adapt story to context) if known (e.g. interviewers, internal leaders, customers). Plus (if makeable) examples of good vs weak STARR responses (for modeling).
STAKEHOLDER GOOD TO KNOW: Storytellers and individual preparing the narrative (candidate, leader, marketer etc.) to give feedback, help refine, challenge assumptions. Audience, assessment center “jury”, interviewer and stakeholder to adapt the story.
In group workshop: peers or colleagues to share stories, give feedback.
HR, branding and communications staff if this is used in corporate storytelling or employer branding.
STEPS
GATHER & CHOOSE
You need relevant, concrete stories; you can’t craft a strong narrative unless you pick a situation that shows something meaningful and connected to what you want to communicate (skills, values, outcomes). Choosing well saves time and ensures stronger impact.
Brainstorm a list of past projects, challenges, successes or failures where you played a key role. Choose ones where: results were visible or measurable and where growth or learning took place as these are relevant to your audience/context and makes your authentic and true. Avoid too generic, trivial stories and favor ones with tension, decision points etc.
Example: If you want to show leadership, pick a time you led a cross-functional team through a crisis, not just coordinating daily tasks. Or, for brand storytelling: pick a case where a product failed, you learned, improved, and that led to a better design.
OUTLINE THE TASKS
The listener needs context (Situation) and clarity on what your role or challenge was (Task). Without this, actions and result lack weight and the story can feel ungrounded or generic. Describe setting: time, place, players, constraints. Who was involved, what was the environment like?
Then define Task: what was expected of you (or what you set out to do)? What challenge or goal did you have? What were expectations, stakes?
Example: “In 2023, our product launch was delayed 4 weeks because of supply chain shortages. I was Product Manager responsible for coordinating the launch timeline and stakeholder communication to ensure customer commitments were met.”
ACTION & RESULTS
Actions show what you actually did. Your thinking, behavior, skills. Results show that your actions had an impact. Together they show capability, responsibility, and effectiveness.
Actions: walk through what you specifically did. How you collaborated, decisions made, steps taken. Be specific (tools, resources, obstacles, how you overcame them). Results: what changed? What was the outcome? Use metrics if possible; highlight both immediate and wider effects.
Example: “I re-negotiated terms with two suppliers, established alternate logistic routes, adjusted the launch schedule, kept customers informed; as a result, we minimized delay to only one week, customer satisfaction ratings for that cohort remained above 90%, and revenue projections were only reduced by 5% vs expected.”
REFLECT
Reflection transforms a story from a simple recitation of events into one that shows growth, learning, adaptability, maturity. It builds credibility and helps future performance. It also differentiates someone who just “did” from someone who “learned & evolved”.
Ask: what worked well? What didn’t? What would you repeat, what would you change? What skills did you develop? What value(s) were reinforced? What failures or surprises gave insight? Also consider how this experience will inform future behavior or decisions.
Example: “I learned the importance of contingency planning ahead of time; communication under uncertainty was key. I will build closer relationships with multiple suppliers to reduce dependency and next time I would allocate buffer time in the timeline, etc.”
REFINE & ADAPT
A story that is great in your mind may stumble when told, refining & tailoring ensures it lands well. Adapting to your audience (what they care about, expectations) makes the story more persuasive. Practicing improves delivery (clarity, pacing, confidence).
Edit the story for clarity, brevity and remove extraneous details. Tailor language, metrics, tone to the audience (HR interviewer vs customer vs leadership vs public). Rehearse telling it aloud; possibly get feedback and adjust based on what feels natural and what resonates.
Example: If using in marketing, you might simplify jargon, focus on customer impact and for internal leadership, you might highlight teamwork, decision points. Practice in front of a colleague or record yourself.
“STAR” (without reflection) is more common, but the addition of Reflection gives STARR more depth. In many interview guides, STARR is used for behavioural-based questions, as employers believe past behaviour is a good predictor of future behaviour.
Be careful: too much reflection or vague reflection can make the story sound self-indulgent or unfocused, therefor balance is key.
Good to have several STARR-style stories ready for different skills and competencies (problem solving, leadership, adaptability etc.).
PROMINENT BRANDS USING IT:
Since STARR is primarily used in interviewing, training, personal and HR contexts, it’s not usually advertised by companies per se that “we use STARR in our marketing narrative.”. However many large organisations using competency-based interviews and employer branding likely encourage employees to use STARR in internal presentations, case study creation, etc. (e.g. public sector, consultancies, large tech firms).
ANECDOTES:
Many people preparing for job interviews report that using STARR (especially including Reflection) dramatically improves how they are able to articulate not just what they did, but why it mattered and what they learned often differentiates candidates.
In Leiden University’s Career Zone, students learn STARR as a core tool for interview prep, and many say that when they used stories structured with STARR, interviewers responded more positively because the stories seemed more thoughtful and credible.
