Pour répondre aux questions, il faudrait en connaitre davantage sur le contexte ! "L’ingérence" du cadre supérieur est-elle sollicitée par la Direction ? Quelle est SA mission ? Est-il missionné officiellement pour reprendre le contr?le ? Est-ce une fa?on de me demander de me trouver un autre poste ?! - Communiquez ouvertement sur la perturbation et rappeler mon r?le et mes responsabilités au sein de l’équipe et précisant les missions de ce cadre supérieur. L'équipe peut-être un allié et l’impliquer peut renforcer mon leadership mais aussi la mettre en difficulté et devenir otage de la situation. Il faut clarifier les r?les et les responsabilités pour lever toutes ambigu?tés avec toutes les parties prenantes, y compris la direction !

Stay calm and set clear expectations for your team. Have a direct but respectful conversation with the senior manager to establish boundaries. Lead with confidence by focusing on teamwork, communication, and your role in guiding the team forward.

When a senior manager disrupts team dynamics, regaining control is about setting clear boundaries and reinforcing alignment. In a past role, I worked on an initiative where leadership kept shifting priorities, causing confusion. Instead of reacting, I reframed the conversation—clarifying goals, reinforcing structure, and ensuring leadership saw me as the expert. This shifted the dynamic from disruption to collaboration. I’d apply the same approach: Reset expectations with clear communication. Reinforce structure so the team stays focused. Position myself as the expert to guide decisions. The key is confidence, clarity, and control.

Talk to the senior manager and set clear boundaries for your team. Stay confident, communicate your role, and reinforce team priorities. Support your team by keeping them focused and making sure their voices are heard.

In my experience, radical candor is the way to go. Remind the senior manager the reason you were delegated this responsibility was likely to relieve them, and that their intervention can create distorted expectations and communications - such as work now pending their direct input or approval from the team who are now confused on the lines of authority, or mixed signals with two leaders making operational decisions. Explain that you were delegated this responsibility because you were qualified and trusted, and that if there were unmet expectations you would be happy to discuss and make immediate corrections to achieve the desired outcomes. As a senior manager, delegation can be difficult, but take the opportunity to develop a future leader!