Too many priorities may be your real problem.

Make the trade-offs visible.

List the initiatives currently competing for time. For each, identify the business result it is expected to change. If an initiative has no clear outcome or owner, it may be activity rather than a priority.

Choose the few that matter now.

Select three to five priorities that address the most important constraints. Define a measurable outcome, one accountable owner and the next milestone. Decide explicitly what will wait.

Review movement, not presentations.

Use a short weekly review. What changed? What is blocked? What decision is needed? Keep the priority stable unless evidence changes its importance. Close, pause or revise work deliberately.