VP入职60天4项测试：判断是否该换人
A Simple 4 Part Test to Know If You’ve Hired the Right VP
给初创公司创始人一套可立即执行的VP绩效评估清单，包含明确的时间窗口（60天）和量化/定性判据，直接解决“请错高管如何快速止损”的痛点。
Did you hire a good enough VP?
你雇用的副总裁（VP）足够优秀吗？
4 part test:
四项测试：
– who great did they hire in the first 60 days?
– 他们在前60天内是否招到了优秀人才？
– did their #1 key metric improve?
– 他们的首要关键指标是否有所改善？
– did they take part of the job off your plate?
– 他们是否分担了你部分的工作？
– does the team believe?
– 团队是否信服？
If they don't pass the 4 part test, they aren't good enough
如果他们没有通过这四项测试，说明他们不够优秀。
— Jason ✨👾SaaStr.Ai✨ Lemkin (@jasonlk) June 20, 2025
—— Jason ✨👾SaaStr.Ai✨ Lemkin (@jasonlk) 2025年6月20日
Hiring your VPs as a founder is tough. Wait too long, and the business stalls out. Underhire, and you don’t get an owner. Overhire, all the money is gone. And simply getting it wrong? Well, that can set you back a year — if you wait to take action.
作为创始人，招聘副总裁（VP）是一件难事。等待时间过长，业务就会停滞；招聘不足，你就得不到一位真正的“主人翁”；过度招聘，则资金会迅速耗尽。而仅仅是选错人？好吧，如果你等到采取行动时才发现，那可能会让你倒退一年。
So how do you know? How do you know, quickly, if you’ve hired a “good enough” VP? Or if you hired someone that talked the talk, but isn’t the right fit for your startup?
那么，你怎么知道呢？如何快速判断你是否雇用了一位“足够好”的副总裁？或者，你是否雇用了那些只会说空话、但并不适合你的初创公司的人？
Let’s break it down to 4 simple criteria. Then, I want you to be honest about them.
让我们将其分解为四个简单的标准。然后，我希望你对这些标准保持诚实。
Criterion #1: Did they hire someone great in the first 60 days?
标准 #1：他们在前60天内是否招到了优秀人才？
Real VPs know half their job is about hiring great people, at first maybe just a few, and then later, tons of them. 50% of the job of a real VP is recruiting. And the best ones always have at least 1 or 2 great candidates in their back pocket. So if they haven’t hired anyone great in the first 30-60 days … they probably never will. And they probably aren’t a real VP. And that means you probably need to move on.
真正的副总裁知道，他们工作的一半在于招聘优秀人才，起初可能只是少数几个人，但随后会是大量人员。真正副总裁工作的50%是招聘。最优秀的副总裁手中总是至少握着1到2位优秀候选人。因此，如果他们在前30-60天内没有招到任何优秀人才……他们可能永远都不会招到。他们可能也不是真正的副总裁。这意味着你可能需要另谋出路。
Criterion #2: Did their #1 key metric improve?
标准 #2：他们的首要关键指标是否有所改善？
You can’t expect magic from a VP. But you can expect in the first 60 days for one key metric to improve. Sales — for a VPS. Leads and Opportunities — for a VPM. CSAT or NPS for a VP of Customer Success. More product velocity for a VPE or VPP. A real VP makes some real improvements in Job #1 in their first 60 days. Someone that isn’t a fit tells you why they can’t make progress that quickly. If you hear that excuse, you probably need to move on. A related post here.
你不能指望副总裁变魔术。但在前60天内，你可以期待某一项关键指标得到改善。对于销售副总裁（VPS），是销售额；对于产品副总裁（VPM），是线索和商机；对于客户成功副总裁，是客户满意度（CSAT）或净推荐值（NPS）；对于工程副总裁（VPE）或技术副总裁（VPP），是更高的产品交付速度。真正的副总裁会在其首要职责上于前60天内取得切实的改进。不适合的人则会告诉你为什么他们无法如此快速地取得进展。如果你听到这种借口，你可能需要另谋出路。相关文章见此处。
And one very important note: yes, this is true in tougher times, and yes, this is also true when a company is struggling a bit. In fact, when times are great, that’s when sometimes it’s harder to see a quick impact. In tougher times, a great VP will take whatever leads you have, whatever customers you do have … and just do better. At least a little better. And right away. Can a great VP of Sales turn 20% growth into 100% growth overnight? Probably not. But they likely can turn 20% growth into at least 30% by doing a much, much better job with prospects and existing customers.
还有一个非常重要的注意事项：是的，这在艰难时期同样适用；是的，在公司略有挣扎时也适用。事实上，当形势大好时，有时反而更难看到快速的影响。在艰难时期，优秀的副总裁会利用你现有的所有线索和你拥有的所有客户……并做得更好。至少好一点。而且立竿见影。优秀的销售副总裁能在一夜之间将20%的增长转化为100%的增长吗？可能不行。但他们很可能通过将潜在客户和现有客户的工作做得好得多，将20%的增长提升至至少30%。
Criterion #3: Did they take part of their job off your plate?
标准 #3：他们是否分担了你部分的工作？
Your first VPs especially will be taking over functions the co-founders own. You may still need to spend just as much time in sales when you hire a great VP of Sales — but you shouldn’t have to own it as much. Some of the job just has to come off your plate, pretty quickly. Or you didn’t hire a real VP.
你早期的 VP（副总裁）尤其会接管联合创始人所负责的功能模块。即使你聘请了一位出色的销售 VP，你可能仍然需要投入同样多的时间参与销售工作——但你不必再像以前那样亲自掌控一切。有些职责必须很快从你的工作中剥离出去。否则，说明你并没有招到真正的 VP。
Criterion #4: Does the team believe? The team knows.
标准 #4：团队是否信服？团队心里有数。
They’ve been working there for a while. They know if someone comes in and improves things — or doesn’t. When you don’t see the team’s confidence build fairly quickly, ideally in the first 30 days — you didn’t hire a real VP. You almost certainly need to move on.
他们在那里工作了一段时间。他们清楚有人进来后能否改善局面——或者不能。如果你没有看到团队的信心在合理时间内迅速建立起来，理想情况下是在前 30 天内——说明你并没有招到真正的 VP。你几乎肯定需要做出调整。
Ok, you probably agree with these 4 criteria, at least mostly. Now is the real challenge. To move on if your new VP doesn’t pass this 4-part test. No excuses. No thinking meeting 3/4 or 2/4 of the 4-point test is OK for now. Especially no giving them more time.
好吧，你可能至少在很大程度上同意这 4 个标准。现在才是真正的挑战：如果你的新 VP 未能通过这四项测试，就必须果断放弃。不要找借口。不要认为通过 4 项测试中的 3 项或 2 项暂时可以接受。尤其不要给他们更多时间。
You can hire a stretch candidate, someone who’s only done some of the job before, someone that has a lot to prove. More on that here. That’s OK and often the right choice. But they have to get the core of the VP job done. If they haven’t, move on. The damage will only compound from there.
你可以聘请一位潜力型候选人，即之前只做过部分相关工作、还有很多方面需要证明的人。详情见此处。这是可以的，而且往往是正确的选择。但他们必须完成 VP 工作的核心部分。如果没有做到，就果断放弃。此后造成的损害只会不断累积。
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