The whole exercise is on this page, and so is the part that actually matters: what to do with the blank once you have found it. Five minutes at your next leadership meeting. No sign-up, no form.
It works because it is silent. The moment people can hear each other answer, you stop measuring what they believe and start measuring who spoke first.
At your next leadership meeting, hand everyone a sticky note and a pen.
Ask one question out loud, once: "Who owns making sure customers don't leave?"
Everyone writes one name. No discussion, no glancing around, no "well, it depends."
Collect the notes and read them out without commentary. Then stop and look at what you have.
Swap the question for whatever you suspect is loose. Renewals. Onboarding. The number in your forecast nobody wants to defend.
Three results show up, usually all three at once. Only one of them is the interesting one.
The blank is not a people problem. Not an effort problem. Not a talent problem. It is an ownership problem, and it is the cheapest one on this list to fix, because nothing has to change about your team to fix it.
This is the half most teams skip. Finding the blank feels like progress and changes nothing on its own.
"Customers don't leave" is a seat. "Head of Customer Success" is a label that can sit above an empty one. If you cannot say what it produces, you have not found it yet.
Two owners is zero owners. A committee is zero owners wearing a longer name. One person, and they have to hear you say it.
One they can look at weekly without asking anyone for it. If it cannot be measured that often, it will not be owned, it will be remembered occasionally.
Not in a document that gets opened during planning season. In whatever your team actually looks at every week, next to the other numbers, where its absence would be noticed.
Often they are. That is fine and it is not a failure of the exercise. Reassign the seat and move on. The expensive version is re-debating whether the seat should exist, every quarter, forever.
If you run the test and everything comes back clean, that is genuinely useful information too. Most teams find at least one blank, and the ones who find none usually find it later at a worse moment.
You can fix a blank in one meeting. Keeping it fixed is the hard part, because the meeting that was supposed to hold it is the same meeting where it quietly got lost the first time. Six weeks later the number has no owner again and nobody can point at when that happened.
That is the problem OTP was built for. One page where every seat has one owner and every owner has a number, a weekly Delta Meeting that ends in names and dates instead of nods, and AI agents holding seats on the same chart as your people, doing logged work beside them. Ollie reads all of it and tells you on Monday what moved, what stalled, and what quietly lost its owner again.
You do not need any of that to run the test. Run it this week with paper.
Fifteen minutes, your screen, no slides and no discovery-call theater. Bring the notes from your test if you have run it. Pick a time below.
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And to be clear about what happens next: taking this page does not put you in a sequence. No "just bumping this", no drip. If you want the conversation you know where the calendar is, and if you do not, this was still worth five minutes of your leadership meeting.