Managing Upwards

I want to make sure I understand correctly: You are going to manage the CFO's priorities?

Christine,

Thanks for pressing the clarification. It is not about managing her priorities. It is more about:
-Identify areas for change / management in the organization (Sales comp, risk management, pricing, marketing....wherever)
-Develop plans / rationale for change.
-Identify stakeholders (and this is where it starts crossing into managing up).
-Sell those stakeholders into adopting changes, or work with them to develop them.
CFO specifically wants *me* to own and drive. She's of course willing to help, but she has significant outbound stuff on her plate (IR, M&A, etc), and needs me to take the team to the next level.

I wouldn't think of it so much as directing priorities for the C-level as identifying opportunities for organizational improvement. If you're able to do a good job selling the improvement ideas, the C-level will likely be willing to accept the changes required.

As with most things in management, the key is going to be good communication.

It sounds like you are almost in an advisory role. Frequent, proactive communication with actions, dates, and who you are considering the responsible person for each will be key. Sounds like everyone up the chain is busy. Consider that with communication. Concise and relevant.

I would also suggest that you have periodic meetings with the C suite to discuss progress, proposals and secure your CFO's endorsement. Does not have to take a lot of time, but the effort will boost momentum.

It's challenging fun to be an evangelist in the organization who leads through influence rather than authority. Get to know the C-level players and learn how each will "win" from the changes you will be advocating. Remain positive and convey enthusiasm even when (not if) meetings are canceled, priorities are shifted or other barriers arise.

Good luck!