People make buying decisions based on patterns shaped by personality, communication style, and trust.

Traditional pressure tactics and scripted approaches often trigger resistance instead of commitment.

Adapting pace, style, and curiosity builds trust and makes influence natural.

At this moment, somewhere in the world, a business owner is sitting through a sales pitch. The salesperson is polished and confident, running through a script designed to handle every concern. The product may be excellent, and the presentation is flawless; however, the owner is checking the clock, wishing it would end. Not because the solution is wrong, or because the price is too high, but because something about the conversation feels off. Simply put, the salesperson is speaking a language the buyer doesn’t process. If you’re a business owner—or have ever been on the receiving end of a sales pitch—you’ve probably experienced the same disconnect.

This isn’t just a sales issue—it’s an understanding people issue. Influence, whether in business, leadership, or negotiation, works only when you understand how people actually process information, assess risk, and decide who to trust. Ignore those patterns, and even the best message delivered with good intentions often fails to land.

People make many decisions quickly and intuitively rather than through careful analysis. When pressure is applied, they often resist—even if the outcome could benefit them. And people differ widely in how they process information and respond to persuasion.

To explore this further, I interviewed Jay Aldebert, chief growth officer at International Services, Inc., a diagnostic advisory firm that has analyzed thousands of privately held businesses worldwide. His research focuses on how personality, trust, and decision patterns influence the way business decisions are made.

Personality Shapes How Decisions Are Made

Have you ever walked out of a meeting feeling like you explained everything clearly, but the other person just didn’t absorb it? They nodded politely, yet the conversation never clicked. This kind of disconnect is common........

© Psychology Today