As the company grew rapidly to meet consumer demands, it experienced rapid turnover. Leaders promoted veteran employees to management roles based on years of experience. These new managers were assigned direct reports at random, including direct reports from collocated divisions and fully remote employees working on collocated teams. Many of the new managers had little management experience. As a result, the company provided a twoday intensive management training and provided all managers with a handbook that outlined the standard company-management practices. Managers were expected to follow the standard practices in the handbook. These practices included using an authoritative, results-based management style; resolving performance issues quickly based on standard processes; and fulfilling tasks related to project management, meeting facilitation, and decision making for their teams. In feedback surveys, employees frequently noted that their managers were often insensitive and inflexible, leaving little room for others to have a say in decision-making processes. They also reported feeling micromanaged. Managers who responded to the feedback surveys noted that they often felt uncomfortable using the strict, standardized management styles and approaches the company required. While management styles and approaches were standardized across teams, things like productivity tools and collaborative practices were not. As the company grew in size, managers saw a continual decline in productivity. Many managers, especially those new to their roles, often stated they felt overwhelmed and underprepared for their role. To address these concerns, leadership created a new organizational goal focused on improving employee satisfaction and giving managers more autonomy over managing their teams. The changes have been in place for almost a year, and the organization has seen an increase in employee satisfaction. However, your team's previous manager decided to continue using the old management style, stating that it better suited their personal management style and that it would be most appropriate for their team.

Based on this what are ways I could leverage strengths as a lead to strengthen the teams effectiveness and culture. Explain how these things could be used to develop follower ship within the team and how could I convey these key points on a slide in a presentation?