The owner can spend the day responding to immediate requests and postponing decisions that require concentration. The problem arises when those decisions never find room. Observing the use of time makes it possible to distinguish unavoidable urgencies and interruptions that depend on the organization.
I propose a simple detection for a few representative days. It counts knowing the type of activity and the cause of the interruptions, avoiding excessive minute accounting. The information helps to choose which tasks to transfer and which moments to reserve for specific decisions.
In a hypothetical example, all permissions for small purchases come to the owner. An understandable rule can allow others to handle ordinary cases, maintaining a passage dedicated to exceptions. Change requires limits and information that can be used by those who receive the task.
The verification looks at whether protected activities are being completed and whether problems are increasing elsewhere. Freeing time has value when that time is used for a recognizable job. The delegation then requires a design of the process, in addition to personal willingness to leave some tasks.