“One of the hardest things for any human to do is to be human.” I came across this line from Simon Sinek while scrolling LinkedIn yesterday.

If being human is one of the hardest skills to master, shouldn’t it be a priority for any business to invest in it, especially if you aim to become the top in your field? 

Yet, is that the case, though?

In a luxury context, “being human” often means the client-facing team’s ability to build meaningful, long-term relationships with customers. Over the past two decades, working with luxury brands and alongside client-facing teams, I have observed a recurring pattern:

Most organisations recognise the importance of clienteling. Yet no businesses  manage to build consistent clienteling excellence at scale.