新销售VP入职首周避坑指南：10个常见错误与应对
Top 10 Mistakes I See New CROs and VP Sales Make The First Week on the Job
"The top mistakes CROs make when they pick their next role:
"CRO（首席营收官）在挑选下一份职位时犯下的顶级错误："
#1. Needing to be too passionate about the space
#1. 对所在领域过于执着于展现热情
#2. Don't do enough diligence on fit for their skills
#2. 没有充分评估自身技能与岗位的匹配度
#3. Don't listen to enough calls before they start" pic.twitter.com/XaVCGouUnJ
#3. 在入职前没有听取足够多的通话录音" pic.twitter.com/XaVCGouUnJ"
— Jason ✨👾SaaStr.Ai✨ Lemkin (@jasonlk) August 20, 2026
—— Jason ✨👾SaaStr.Ai✨ Lemkin (@jasonlk) 2026年8月20日
So over the years I’ve watched, unfortunately, so many new VPs of Sales and CROs crash and burn when they start.
因此，多年来我目睹了太多新任销售副总裁和CRO在起步阶段就遭遇惨败，这令人遗憾。
Is it their fault? The CEO’s? The VCs? Sometimes, there’s some finger pointing here. But it really doesn’t matter in the end. It was an mis-hire. And that’s tough on everyone.
这是他们的错吗？是CEO的错？还是VC（风险投资人）的错？有时确实存在互相指责的情况。但最终这并不重要。这是一次错误的雇佣。这对所有人来说都很艰难。
And one thing I do know is a lot of mistakes are avoidable. Avoidable by the CEO making the VPS/CRO hire. And avoidable by the candidate, truly understanding if it’s a good fit.
有一件事我是确定的：许多错误是可以避免的。可以通过做出雇佣决定的CEO来避免。也可以通过候选人真正理解这是否是一个合适的岗位来避免。
You’re going to possibly laugh at a few, but here are the Top 10 Mistakes I’ve Seen New VPs of Sales Make The First Week on the Job. The ones I’ve seen recently. And it’s also a checklist of what to avoid.
你可能会对其中几点发笑，但以下是我看到的销售副总裁在新入职第一周常犯的十大错误。这些是我最近亲眼所见的。它也是一份需要避免的事项清单。
#1. Not Knowing the Product Cold Before They Start
#1. 入职前对产品不够熟悉
Many founders won’t push here. They’ll be charmed by a VP of Sales talking about process (lots of process talk), team building, and talking about how they’ll level things up. But so many VPs of Sales start far, far behind the eight ball when they think they can learn the product on the fly.
许多创始人不会在此问题上施压。他们会被一位谈论流程（大量关于流程的讨论）、团队建设以及如何提升水平的销售副总裁所吸引。但许多销售副总裁以为可以边干边学产品，从而在起步时就落后于人。
#2. Not Starting … Before They Start
#2. 没有在正式入职前开始工作
VPs — start the week before you start. Get going on email, on Slack. Listen to more calls. Quietly be added to cc lists. Watch recordings of team calls. You don’t have to literally be on Zooms before you start. But on Day 1, don’t be spending all your time setting your G Suite and figuring out the tech stack. The best start before they start. I recently watched a VP of Sales show up at 10am their first day, having not even logged into email first. No chance.
副总裁们——在你正式入职的前一周就开始吧。开始在电子邮件和Slack上行动。多听一些通话录音。悄悄被加入抄送列表。观看团队通话的录像。你不必在正式入职前真的参加Zoom会议。但在第一天，不要把所有时间都花在设置G Suite和搞懂技术栈上。最好的人在入职前就开始行动。我最近看到一位销售副总裁在第一天上午10点才出现，甚至还没有登录过邮箱。没戏。
#3. Insisting It Be Done Their Way
#3. 坚持必须按他们的方式行事
This is a tough one. Of course, as a sales leader, you have your way of selling, a way of managing, a set of systems and processes you were taught and came up in. And the startup you are joining almost certainly has different ones. Way too often I hear a brand new VP of Sales say something like, “We’re not doing it this way anymore.” Often on Day 1. Look it’s OK to think that, and it’s OK to rapidly level up the team. But first find what’s good in what’s working. If you’re joining something that’s already growing quickly, slow it down and learn what’s working first. Before you change anything.
这一点很难。当然，作为销售领导者，你有自己的销售方式、管理方式，以及你所学到并成长起来的系统和流程。而你即将加入的初创公司几乎肯定有不同的做法。我听过太多新任销售副总裁说类似这样的话：“我们不再这样做了。”往往是在第一天。想这样没问题，快速提升团队水平也没问题。但首先要找出当前有效做法中的优点。如果你加入的是一个已经快速增长的公司，先放慢脚步，了解什么正在起作用。在改变任何事物之前。
#4. Having No One Lined Up to Join Them
#4. 没有安排好人员加入团队
This is an OG SaaStr post, point and theme, but as true today as ever. There’s almost no chance to hit the ground running as a new VP of Sales if you don’t have a few reps you trust and know are strong set to join you quickly. Not always on Day 1, but quickly.
这是一篇早期的 SaaStr 帖子，观点与主题至今依然适用。如果你没有几位你信任且确定会很快加入你的优秀销售代表，作为新任销售副总裁几乎不可能一上任就顺利开展工作。不一定非要在第一天，但必须尽快。
#5. Not Asking Enough Good Questions. And Not Being Curious Enough
#5. 没有提出足够好的问题，也缺乏足够的好奇心
Way too many VP of Sales candidates these days try to (1) turn every interview around to interviewing the founders back and (2) talking all about process. I see so many candidates basically run this playbook when interviewing with CEOs and board members: “So, tell me more about the company.” Lazy. And then bring out a Powerpoint deck they’ve used before on how they scale hiring. From 8 reps to 16 to 64, territories, etc. The process slides are always awesome looking and sound like what you need. But it’s not remotely what you need. You need a great hands-on exec with a curious mind. That really wants to learn why and how customers buy, and has already done a lot of homework in the space.
如今，太多销售副总裁候选人试图做两件事：(1) 把每次面试都变成反向面试创始人；(2) 大谈特谈流程。我在与 CEO 和董事会成员面试时见过太多候选人基本都在套用这套剧本：“那么，多讲讲公司情况吧。”这很懒惰。然后他们拿出一套以前用过的关于如何规模化招聘的 PPT，从 8 名代表扩展到 16 名再到 64 名，涉及区域划分等。这些流程幻灯片看起来总是很棒，听起来也像你所需要的。但这根本不是你所需要的。你需要一位善于亲力亲为、思维好奇的高管。他们真正想了解客户为何购买以及如何购买，并且已经在这个领域做了大量功课。
#6. Not Starting Outbound on Week 1. Or at Least Some Outreach
#6. 第一周没有启动外展（Outbound）工作，或者至少没有进行一些 outreach
Ok some may disagree with me partially, but the best VPs of Sales do some outbound their first week. Maybe not a structured program, but at least they start reaching out to some folks in their network. Some folks in the industry, etc. They start to reach out to some potential prospects that aren’t already in the pipeline.
好吧，有些人可能部分不同意我的观点，但最优秀的销售副总裁在第一周都会做一些外展工作。也许不是结构化的项目，但至少他们会开始联系人脉中的一些人。行业内的一些人士等等。他们开始接触一些尚未进入管道中的潜在客户。
#7. Not Being Able to Demo the Product Themselves
#7. 无法亲自演示产品
You gotta get there in Week 1. Week 1. Or you probably never will. There’s nothing wrong with having sales engineers, solution architects, and all that in some sales motions. But if the VP of Sales never learns to demo the product for real in Week 1, they almost never do. How do you teach if you can’t do it yourself? These VPs of Sales again end up being all about process. But they rarely can be allies of the customer. Because they don’t know. It also proves you can meet the first criteria / point above.
你必须第一周就去做到这一点。第一周。否则你可能永远都不会去做。在某些销售环节中拥有销售工程师、解决方案架构师等并无不妥。但如果销售副总裁在第一周从未学会真正演示产品，他们几乎永远不会去学。如果你自己都无法演示，又如何教导他人？这些销售副总裁再次变得只关注流程。但他们很少能成为客户的盟友。因为他们不懂。这也证明了你无法满足上述第一条标准/要点。
#8. Not Understanding the Existing GTM Motions
#8. 不理解现有的 GTM（Go-To-Market，市场进入）模式
I see a lot of VPs of Sales that for example have only sold direct not understand a selling motion that also has a big partnership or channel component. 40%-50% of Shopify, HubSpot, etc. revenue comes from agencies and partners. So many VPs of Sales don’t really understand how this all works before they start.
我见过很多销售副总裁，例如那些只做过直销的人，并不理解同时包含大型合作或渠道组件的销售模式。Shopify、HubSpot 等公司 40%-50% 的收入来自代理商和合作伙伴。许多销售副总裁在开始工作之前，实际上并不真正理解这一切是如何运作的。
#9. Wanting to Go More Enterprise Immediately
#9. 想要立即转向更大型企业客户
There’s no question for most SaaS companies, going more upmarket is something you’ll eventually do. It’s a big theme for the public SaaS companies today, even folks that have historically focused on SMBs like Monday and HubSpot and Asana. But it’s not always the right idea on Week 1. If 90% of the revenue is from SMBs, maybe learn that motion first.
对于大多数 SaaS 公司而言，向高端市场拓展是迟早要做的事。这是当前上市 SaaS 公司的一个重大主题，即使是像 Monday、HubSpot 和 Asana 这样历史上专注于中小型企业（SMB）的公司也是如此。但这并不总是第一周就该做的正确决定。如果 90% 的收入来自中小企业，也许你应该先掌握这一模式。
#10. Not Truly Understanding the Ecosystem You Play In
#10. 未能真正理解你所处的生态系统
A variant of the prior point. But you’ve got to go deep on the ecosystem to win in many cases. If you’re a Zendesk partner, you should be there on Week 1. Not … learning how Zendesk really works around Day 100. Again, way too many VPs of Sales think they can wing it.
这是前一点的变体。但在许多情况下，你必须深入生态系统才能获胜。如果你是 Zendesk 的合作伙伴，你就应该在第一周就投入其中。而不是……直到第 100 天才开始学习 Zendesk 的真正运作方式。再说一次，太多销售副总裁认为他们可以凭感觉行事。
Look it’s a tough job :). There’s so much to learn, so quickly. If nothing else, learn as much as you can before you start. Too many wait until they start to start learning. And that’s often at the edge of too late.
说真的，这是一份艰难的工作 :)。需要学习的东西太多了，而且速度很快。至少，在开始之前尽可能多地学习。太多人等到开始工作后才开始学习，而这往往为时已晚。
Trust me.
相信我。
And a bit more here:
这里还有一点补充：
The Top 10 Mistakes I See In The VP of Sales Hiring Process
我在销售副总裁招聘过程中看到的十大错误
更进一步：量化金融体系
看懂新闻只是起点——沿量化金融路径，把它变成能交付的工程能力