Episode #179: Managing A Sales Team In Covid-19 Lockdown

What happens to sales performance when “peacetime balance” disappears?

Covid-19 created a business “wartime” environment where normal sales rhythms break down. In peacetime, many teams rely on a healthy mix of farmers (client-relationship builders) and hunters (new-business creators). But lockdown conditions shift that balance: farmers may stall, while hunters can surge—if managed correctly.

Mini-summary: Wartime selling changes team behavior; managers must actively rebalance effort and accountability across farmers and hunters.

When salespeople work in isolation at home, farmers can “hibernate.” With fewer inbound client needs and less day-to-day urgency, they may reduce activity, wait out uncertainty, and still expect stable base salary. The risk is passive behavior becoming the default during the crisis.

Mini-summary: Farmers often go quiet in low-stimulus environments, so managers must re-ignite structured client-care activity.

Why do hunters thrive—and how can managers avoid neglecting them?

Hunters naturally push forward in uncertainty. They understand proactive outreach, know how to “shake the tree,” and create momentum even when buyers hesitate. But leaving them unmanaged can scatter effort and reduce learning across the team. Hunters need direction, strategy, and daily accountability to maximize results.

Mini-summary: Hunters bring energy in wartime, but they still need focus, coaching, and reporting loops.

What kind of management cadence is required in business wartime?

Wartime selling requires more hands-on leadership:

• daily check-ins and follow-ups

• structured schedules with visible To-Dos

• frequent reporting on Key Activity Indicators (KAI)

• weekly strategy setting to clarify who does what and when

The goal is to keep meaningful sales activity happening even when the external market feels frozen.

Mini-summary: Tight cadence + visible KAI tracking replaces peacetime autonomy.

A high-impact wartime rhythm looks like this:

1. Start of week strategy meeting: goals, roles, activity targets, reporting frequency.

2. Daily online huddles: begin-day alignment and end-day accountability.

3. One-on-one coaching: especially for blocked or drifting reps.

4. Daily activity reporting: calls, conversations, reactions, next steps.

If the calendar is full of purposeful actions, results follow.

Mini-summary: Weekly clarity plus daily huddles and reports keeps teams moving under pressure.

What happens to the sales manager’s own selling time?

Manager communication time “goes through the roof.” If you are also a player-manager, your personal selling time will shrink because your priority shifts to driving the team process. This is a real cost of lockdown and must be planned for—not ignored.

Mini-summary: Wartime leadership reduces manager selling time; plan capacity accordingly.

Why is this a chance to outperform competitors?

Clients are also in lockdown, so the playing field is level. Many competitors will be disorganized or inactive. If your team stays structured and proactive, you gain a golden opportunity to steal a march:

• maintain visibility

• deepen client trust

• open doors that rivals are not knocking on

Even if buyers are not buying now, they should still be engaged.

Mini-summary: Stronger internal organization becomes a competitive weapon when markets stall.

How have client needs changed—and why might they not realize it yet?

Many buyers operate from a scarcity mindset during crisis. They may not recognize new needs or see the full range of solutions you can provide. Often they place vendors into narrow “boxes.” Wartime is the moment to expand client thinking and reshape what they believe is possible with you.

Mini-summary: Clients’ needs shift fast in crises; managers must help teams re-position solutions.

Farmers must reconnect with existing clients and actively uncover urgent, crisis-relevant needs. Managers should set daily client contact goals and confirm achievement every day. That keeps relationship momentum alive and surfaces new opportunities inside current accounts.

Mini-summary: Farmers win by disciplined, daily outreach to existing clients and rapid needs discovery.

Hunters should go hard after non-clients. Gatekeepers are weaker in lockdown, and decision-makers are more reachable. Sales managers should:

• run strategy sessions to plan targets and approaches

• require daily progress reports (contacts made, conversations held, reactions gathered)

• refine strategy using real data from the field

Mini-summary: Hunters win by aggressive prospecting plus manager-led strategy and reporting cycles.

What’s the core lesson for sales leaders in Covid-era conditions?

Wartime selling demands micro-management, daily visibility, and constant alignment. It is not easy, but it is necessary. Managers who adjust quickly will keep selling alive and may gain market share while others pause.

Mini-summary: In lockdown, leadership intensity—not talent alone—determines performance.

• Wartime conditions reduce passive selling; structured cadence restores momentum.

• Farmers need daily relationship goals; hunters need aggressive prospecting strategy.

• Frequent reporting and KAI tracking create clarity and accountability.

• Disorganized rivals create a rare chance to leap ahead in Tokyo (東京 / Tokyo) and beyond.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.

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