Which performance measure would you most like to work under? Why? Which performance measure would you least like to work under? Why? As the manager of a coding and billing department, addressing decreased productivity and morale among staff requires both strategic leadership and empathetic communication. I would begin by holding a team meeting to openly discuss recent trends, such as higher absenteeism and slower claims processing, while emphasizing how these issues impact our physicians, patients, and overall departmental performance. The goal would be to encourage shared accountability and identify opportunities for improvement together. Following the team meeting, I would conduct individual check-ins to better understand each staff member's perspective. These meetings could reveal root causes such as burnout, lack of clarity in expectations, or gaps in training. From there, I would work collaboratively with staff to create individualized performance goals using the SMART frameworkgoals that are Specific, Measurable, Achievable, Relevant, and Time-bound. This method not only clarifies expectations but also provides a roadmap for success (Rubin, 2002). To further support improvement, I would implement consistent performance evaluations based on key performance indicators (KPIs) like claim turnaround time and coding accuracy. Recognition programs, refresher trainings, and flexible scheduling options could also