Communication Development Plan.docxRunning head TRUSTY COMMUN.docx

Communication Development Plan.docx
Running head: TRUSTY COMMUNICATION DEVELOPMENT
PLAN
TRUSTY COMMUNICATION DEVELOPMENT PLAN 1
Your Communication Development Plan provides evidence of
your learning over the entire course. This assignment allows
you to accomplish the following objectives:
· Identify targeted improvement areas in oral or written
communication
· Establish specific approaches to achieving goals in each
· Document a specific improvement approach
· Demonstrate commitment to spending time on specific
communication skill needs.
You should prepare a minimum 10-page paper (not including
title page, references and appendices) that addresses the
following areas. You should use the Sample Communication
Development Plan, Purdue OWL, and your APA Manual as
guidance to prepare your plan. The plan must include the
following sections:
1. Introduction
2. Current assessment
3. Communication improvement goals – at least 3 SMART
goals
4. Actions to achieve goals, with sources cited and
referenced
5. Plan to measure whether you’ve achieved the goals
6. Conclusion
7. References
8. Appendices (optional) – assessment data

Sample Communication Plan
Introduction
This is where I would explain why communication is
important for leaders, and what specific communication skills
leaders must master in order to help their group achieve a
common goal. It should contain citation of and reference to
concepts from our textbook and outside readings. It should be
approximately ½ page, or 2 paragraphs long.
Current Assessment
In this section, I would describe all of the communication
assessments I completed during the course, providing
information about what the data told me about myself relative to
that particular communication skill. When I describe the
assessment, I should use its “Exact Title of the Assessment”
(cite the book or website). I should discuss whether my scores
were high or low, what they told me about my strengths and
weaknesses, and areas I can still improve. I should write this in
paragraph form. DO NOT USE A BULLETED LIST. The
following is only to provide the list of areas to address. Next to
each item, I’ve suggested where to find data about it. This
section should be 3-5 pages long.
· Ethos/image (communication assessment)

· Audience analysis (communication assessment
· Social Media & Written Communication (social media plan,
usage assessment, e-mail proposal)
· Oral Communication (Leader presentation)
· Visual Communication (Leader presentation)
· Emotional Intelligence (EI assessment)
· Diversity & Intercultural Communication (communication
assessment)
· Group and Team Dynamics (DiSC assessment, Team
assessment)
· Organizational Communication (communication assessment)
· Transformational Leadership & Internal Communication
(communication assessment)
· External Communication (communication assessment)
Communication Improvement Goals
In this section, which should be 1-2 pages, I would choose
3 areas from the above section that I want to improve. I would
start the section with a sentence such as, “I have chosen three
areas in which I plan to improve my communication
competencies: oral communication, visual communication, and
emotional intelligence. My goals for improving these areas are
as follows (you can use a bulleted or numbered list here):
1. I will improve my presentation skills over the next year to a
level that I feel comfortable speaking in front of a small group.
IS THIS A SMART GOAL?
Specific – speaking in front of a small group
Measurable – feel comfortable
Attainable – yes, this is possible to do in one year
Realistic – yes, this is something I am capable of.
Time limited – yes, one year is enough time.
2. I will improve my use of graphics and charts in presentations
so that I receive at least a “B” grade on future presentations
over the next year.
3. I will improve my emotional intelligence in the next month as
measured by my EI assessment score.

Actions to Achieve Goals
In this section, I would explain, very specifically, what
actions I will take to improve my communication competencies
relative to the goals I’ve described above. For example, I will
improve my presentation skills by becoming a member of
Toastmasters International, attending Toastmasters meetings
every week for 6 months, and achieving the first level of
competency in the Toastmaster’s public speaking program. I
might also discuss specific websites and online tutorials I will
work on to better understand the public speaking process. For
example, I will be sure to follow the suggestions provided in
MindTools.com “Better Public Speaking” tutorial as I plan and
deliver presentations. The suggestions include planning,
practicing, engaging with the audience, paying attention to my
body language and others’ body language, thinking positively,
and finding ways to cope with nervousness (MindTools, 2014).
Measurement
In this section, I will describe how I will measure whether or
not I achieved my Communication Development Plan goals. For
example, one year from now, I will ask a friend to evaluate a
presentation I am doing, using the criteria provided by
Toastmasters. I will ask the person if he or she believes I look
like I am comfortable presenting to a small group. I also will
use the feedback I receive during Toastmasters meetings to
continually improve and refine my public speaking skills.
(You do not need a CDP Partner section)
Conclusion
In this section, I will explain how I will become more
successful as a leader by improving the specific communication
skills I described above.
References
Appendices
DISC personality test result - free DISC types test online at
123test.pdf

Save report
Save your result to keep, email or print.
Log in or register with one of the following services.
Your DISC Personality Report
Introduction
Your speci�c distribution of scores on the DISC personality
test is an indication of your unique personality.
You can think of this as your DISC Personality 'DNA'. In the
pie chart below you see your distribution of
scores.
The highest percentage is likely to be your most dominant
personality factor, the second highest your next
most dominant personality factor and so on. As such for you the
DISC factors are ordered as: Dominance,
In�uence, Compliance, Steadiness.
DISC Personality Model
To help you understand the DISC model of personality here are
de�nitions of the four factors measured.
Dominance

Describes the way you deal with problems, assert yourself and
control
situations.
In�uence
Describes the way you deal with people, the way you
communicate and
relate to others.
Steadiness Describes your temperament - patience, persistence,
and thoughtfulness
Compliance
Describes how you approach and organize your activity,
procedures and
responsibilities.
Your DISC personality type
Your unique sequence of scores characterizes you in a speci�c
way. The positive impact you are likely to
make on people is:
DISC Patterns or Pro�les
As you will appreciate, there are literally thousands of di�erent
combinations of scores. Therefore to help
interpretation, communication and understanding, DISC
Personality Model experts have de�ned - through
statistical analysis of the score combinations - �fteen DISC

'Patterns' or 'Pro�les'.
The 'Pro�les' are often given names. The objective of these
names is to give a single descriptive term that
captures the essence of that Pro�le. Names often used are
Achiever, Coach, Evaluator, Counselor, Creative,
Individualist, Inspirational, Investigator, Objective Thinker,
Perfectionist, Persuader, Practitioner, Enthusiast,
Results-Oriented or Specialist
To understand the DISC theory even further descriptions are
given for people who score comparatively high
and comparatively low on each of the four DISC dimensions.
Dominance
Comparatively High
Here are some traits and behaviours that describe people who
are comparatively high in Dominance:
enjoy competition and challenge.
are goal orientated and want to be recognised for their e�orts.
aim high, want authority and are generally resourceful and
adaptable.
You have a strong inner motivation to in�uence people and
circumstances. You
thrive on competitive situations and challenging assignments.

The stresses and
pressures of everyday work and life are unlikely to reduce your
e�ectiveness and
enthusiasm.
are usually self-su�cient and individualistic.
may lose interest in projects once the challenge has gone and
they tend to be
impatient and dissatis�ed with minor detail.
They are usually direct and positive with people, enjoying being
the centre of attraction and may take it for
granted that people will think highly of them.
They may have a tendency to be rather critical of others.
Consequently, other people may tend to see them
as being rather domineering and overpowering.
Comparatively Low
are comparatively low in Dominance:
tend to want peace and harmony.
prefer to let others initiate action and resolve problems.
are quiet and indirect in their approach to most situations.

are usually cautious and calculate risks carefully before acting.
They are generally well liked because of their mild and gentle
nature. Other people will tend to see them as
being patient, calm, thoughtful and a good listener.
In�uence
Comparatively High
are comparatively high in In�uence:
are strongly interested in meeting and being with people.
are generally optimistic, outgoing, and socially skilled.
are quick at establishing relationships.
Sometimes their concern for people and people's feelings may
make them reluctant to disturb a favourable
situation or relationship.
Comparatively Low
are comparatively low in In�uence:
are usually socially passive.
quite frequently have an a�nity for things, machinery and
equipment.

are generally comfortable working alone.
frequently have a tendency to be analytical and once they have
sorted the facts out
they communicate them in a straightforward direct way.
tend to take little at face value.
They may well have learned and developed good social skills
but they only bring these into play when logic
dictates such tactics.
Steadiness
Comparatively High
are comparatively high in Steadiness:
are usually patient, calm and controlled.
have a high willingness to help others particularly those they
consider as friends.
Generally they have the ability to deal with the task in hand and
to do routine work with patience and care.
Comparatively Low
are comparatively low in Steadiness:

tend to enjoy change and variety in their work and non-work
life.
are expansive by nature and tend not to like routine and
repetitive work/activities.
They enjoy stretching themselves intellectually and physically.
Compliance
Comparatively High
are comparatively high in Compliance:
are usually peaceful and adaptable.
tend not to be aggressive.
tend to be cautious rather than impulsive.
avoid risk-taking.
act in a tactful, diplomatic way and strive for a stable, ordered
life.
are comfortable following procedures in both their personal and
business life.
They prefer sticking to methods that have proved successful in
the past. They have a high acceptance of
rules and regulations.
Comparatively Low

are comparatively low in Compliance:
are independent and uninhibited.
resent rules and restrictions.
prefer to be measured by results and are always willing to try
the untried.
Free in thought, word and deed, they long for freedom and go to
great lengths to achieve it.
They feel that repetitive detail and routine work is best
"delegated" or avoided.
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Separate graphs for each dimension
Summary of your prime value to an organization
Personalized tactics and strategies for increased e�ectiveness
The DISC type most unlike you
Concise summary for you to include in your resume
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IM_4_Appendix_Self_Assessment_A.xlsx
CompleteAppendix A - Self-Assessment of Leadership
Communication CapabilitiesLeadership Communication, 4th
edition.Part I – Assessment of the Core CapabilitiesScoring
Instructions: Area and CapabilityAssess your abilities on each
of the topics under Area and Capability using the scale of 1-5
provided below ; a formula is already in place to tally the
average in each section for you.Leadership Communication
Ethos/Image Scale #1. Understanding characteristics of
leadership communication42. Recognizing/able to
distinguish transformational leaders33. Understanding how I
am seen by others 4Use the following scale:4. Knowing how
my personal style differs from others51 = Need to develop, need
a lot of work 5. Asking others to comment on my style
36. Assessing my own strengths and weaknesses42 = Need
some work on this capability7. Setting goals for personal
change48. Willing to work on improving personal
effectiveness 43 = Acceptable, but could be stronger9.
Influencing the behavior of others210. Inspiring trust in
others34 = Very good abilities11. Projecting
confidence412. Making ethical decisions45 = Excellent
abilitiesAverage3.6666666667Audience Analysis and Strategy
1. Analyzing the context for communication42.
Analyzing audiences43. Tailoring messages to different
audiences34. Selecting the most effective medium
(channel)35. Developing a complete communication strategy
4Average3.6Social Media and Other Written Communication
1. Deciding on communication purpose32. Clarifying
purpose33. Organizing written communication44. Using
formatting effectively45. Using language correctly46.
Writing clearly47. Writing concisely48. Writing
confidently49. Using an appropriate style and tone310.
Knowing how to use social media in professional settings411.

Writing correspondence (texts, tweets, e-mails, etc.)412.
Writing formal documents and reports 413. Writing executive
summaries and abstracts414. Proofreading own
work5Average3.8571428571Oral Communication 1.
Delivering an impromptu presentation4Use the following
scale:2. Delivering an extemporaneous presentation31 =
Need to develop, need a lot of work 3. Organizing
presentation44. Talking in small groups42 = Need some
work on this capability5. Talking in large groups 46.
Answering questions43 = Acceptable, but could be
stronger7. Asking questions 38. Drawing others out 44 =
Very good abilities9. Summarizing and clarifying others'
ideas 410. Keeping to the topic45 = Excellent abilities11.
Summarizing a discussion 3Average3.7272727273Visual
Communication 1. Recognizing when to use
graphics52. Selecting and designing effective data
charts43. Creating meaningful and effective text
layouts44. Employing fundamental graphics content and
design principles45. Ensuring “so what” is
captured36. Creating presentation visuals and
slides5Average4.1666666667Emotional Intelligence 1: Dealing
with Own Feelings1. Knowing own personality
type42. Recognizing other types and their effect on
behaviors43. Being aware of own feelings54. Identifying and
controlling feelings45. Asserting own ideas and
rights36. Stating own needs47. Expressing feelings to
others5Average4.1428571429Emotional Intelligence 2: Dealing
with Others1. Listening42. Recognizing non-
verbals43. Being sensitive to others’ feelings44. Asking
people how they feel25. Acknowledging people’s
feelings46. Helping others express their feelings47. Dealing
with anger38. Dealing with hostility and suspicion39. Being
comfortable with conflict310. Withstanding
silences4Average3.5Diversity and Intercultural Communication
1. Realizing the value of diversity4Use the following scale:2.
Defining and appreciating cultural differences41 = Need to

develop, need a lot of work 3. Understanding differences is
values and preferences44. Recognizing general communication
preferences (direct or indirect, explicit or implicit)42 = Need
some work on this capability5. Understanding differences in
attitudes toward authority, time, risk, and change46. Knowing
customs common to cultures encountering43 = Acceptable, but
could be stronger7. Communicating in intercultural social
situations4Average44 = Very good abilitiesPart 2 Group and
Organizational Communication Area and Capability5 =
Excellent abilitiesGroup and Team Communication and
Dynamics 1. Identifying and clarifying goals and
objectives42. Clearly defining the problem under
discussion43. Examining all facets of the
problem44. Encouraging others to generate ideas35. Using
creativity to develop new ideas46. Evaluating
options47. Helping groups make decisions48. Exploring
people aspects of the problem49. Encouraging groups to
develop action plans410. Helping the team to confront difficult
issues411. Sensing tension in the group312. Being sensitive to
how people in the group are feeling313. Being aware of how
open or closed the group is314. Helping groups explore their
commitment to group decisions and or
agreements315. Surfacing vested interests and feelings about
issues316. Identifying those issues which are
avoided417. Drawing attention to unhelpful behavior 418.
Helping the team deal with conflict or other
tension419. Supporting individuals against group pressure420.
Helping team members acknowledge strengths421. Helping
team members give each other feedback322. Facilitating team
review and critique3Average3.6363636364Organizational
Communication 1. Recognizing different organizational
structures3Use the following scale:2. Understanding the
human relations approach31 = Need to develop, need a lot of
work 3. Displaying ability to motivate others34. Recognizing
the organizational role of communication22 = Need some work
on this capability5. Understanding how power works in

supervisor/ subordinate relationships26. Knowing how to build
trust in supervisor/subordinate relationships23 = Acceptable,
but could be stronger7. Establishing communication protocols
with supervisors28. Recognizing the ethical expectations in an
organization24 = Very good abilities9. Creating an ethical
environment210. Being able to see the organizational cultural
differences35 = Excellent abilities11. Realizing which
organizational cultures fit best with my own individual
personality and style212. Giving praise and appreciation to
peers and supervisors213. Recognizing who talks to whom
314. Soliciting feedback from others215. Providing
constructive feedback to individuals or groups316. Receiving
feedback without being defensive 217. Dealing with
supervisors and more senior people318. Mentoring
others419. Coaching others420.
Networking4Average2.65Transformational Leadership and
Internal Communication1. Selecting the most appropriate
leadership style22. Knowing how to adjust leadership styles
when needed33. Recognizing characteristics of
transformational leaders24. Developing an internal
communication strategy25. Developing a vision26.
Communicating a vision27. Targeting messages to different
levels in an organization38. Creating a change
communication program29. Implementing a change
communication program2Average2.2222222222External
Corporate Communication1. Developing an external
communication strategy22. Managing reputation33.
Analyzing external stakeholders34. Developing targeted
messages for external stakeholders25. Communicating with
the news media26. Dealing with a communication crisis
situation2Average2.3333333333Leadership Communication
Self-Assessment Final ScoresScale:Name: Hari charan varma
KokkuDate:10/25/20171 = Need to develop, need a lot of work
Transfer the average from each capability section above to the
scoring column below. 2 = Need some work on this
capabilityCapability areaScoreEthos/image3.66673 =

Acceptable, but could be strongerAudience Analysis and
Strategy3.6Social Media and Other Written
Communication3.85714 = Very good abilitiesOral
Communication3.7273Visual Communication4.16675 =
Excellent abilitiesEI - Dealing with own feelings4.1429EI -
Dealing with Others3.5Cultural Communication
Competence4Group and Team Communication and
Dynamics3.6364Organizational Communication2.65Internal
Communication2.2222External Communication2.3333
Leadership Communication
Deborah J. Barrett Self-Assessment &P
&"-,Italic"© 2014 by McGraw-Hill Education. This is
proprietary material solely for authorized instructor use.
Not authorized for sale or distribution in any manne&10r. &"-
,Regular"&11
EI portionAppendix A - Self-Assessment of Leadership
Communication CapabilitiesEmotional Intelligence
AssessmentLeadership Communication, 4th
edition.Name:Date:Emotional Intelligence 1: Dealing with Own
FeelingsScale #Scoring Instructions: 1. Knowing own
personality typeAssess your abilities on each of the topics under
Area and Capability using the scale of 1-5 provided below ; a
formula is already in place to tally the average in each section
for you.2. Recognizing other types and their effect on
behaviors3. Being aware of own feelings4. Identifying and
controlling feelings5. Asserting own ideas and rightsUse the
following scale:6. Stating own needs1 = Need to develop, need
a lot of work 7. Expressing feelings to
othersAverageERROR:#DIV/0!2 = Need some work on this
capabilityEmotional Intelligence 2: Dealing with
Others1. Listening3 = Acceptable, but could be
stronger2. Recognizing non-verbals3. Being sensitive to
others’ feelings4 = Very good abilities4. Asking people how

they feel5. Acknowledging people’s feelings5 = Excellent
abilities6. Helping others express their feelings7. Dealing
with anger8. Dealing with hostility and suspicion9. Being
comfortable with conflict10. Withstanding
silencesAverageERROR:#DIV/0!

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