I know of senior managers who book an explicit spot in their diary which is sacrosanct.
When I became a manager I found that I was pulled from pillar to post and couldn't see the wood for the trees. One of those senior managers explained that their sacrosanct time was explicitly for time when they could focus on developing their strategy for their underlings. Without that time they felt that they risked getting sucked down into micro-management and firefighting.
You should be able to have a conversation with your line manager about arranging regular time slots to be able to use this technique. It just needs to be a regular session that you develop as a habit. It could be as short as 15 minutes.
I expect my staff to tell me what they need in order to be effective. They are adults and have demonstrated that they can be trusted not to abuse the privilege. If they use this in work time then they have the opportunity to buddy up with me or a colleague when they need a sounding board.