The bus driver had wasted our time at the fuel queue. It was in the morning, and we were all in a hurry to get to work. Some passengers wondered why he had not filled his bus with fuel before picking up passengers. On arriving at our destination that morning, the bus driver did the unexpected: he apologised to all passengers for the delay.
This was unusual for the average bus driver in busy Lagos. However, his spoken English showed that this was not the regular bus driver. He had the comportment and carriage of one who had acquired education. For a customer service week, in a desert of harassment by bus drivers, this was an oasis. It was going the extra mile to render service to the customer.
In aviation, going the extra mile is equally important, if not more so. Air travel involves several service encounters, from booking a ticket and checking in to boarding an aircraft, managing a delay and arriving at a destination. At every stage, passengers have expectations, and how aviation professionals respond to these expectations can determine their overall travel experience.
Sometimes, going the extra mile means looking beyond the questions a customer has asked. Service should be more than reactive support. In some cases, as it applies to bus drivers, the exchange of insults becomes the reactive support the passenger gets. Aviation must not allow this attitude to define its customer service culture.
Air travel will inevitably involve moments of frustration, uncertainty and disagreement. Flights may be delayed, connections missed, baggage misplaced, or travel plans disrupted by circumstances beyond an airline’s control. What matters is how those moments are handled. Respectful communication, patience, awareness and cooperation can prevent many situations from escalating. In an environment where hundreds of people may share the same limited space, a calm response is not simply a matter of courtesy; it is an important part of responsible air travel.
Going the extra mile in aviation begins with understanding the customer. A passenger asking about a delayed flight may not simply want to know the departure time. The passenger may be worried about missing a connecting flight, attending an important meeting or arriving home late at night. Providing accurate information is necessary, but anticipating the passenger’s concerns and explaining available options can make a significant difference.
Similarly, a passenger who appears difficult may be anxious, confused or dealing with an unexpected challenge. Rather than responding defensively, aviation personnel can demonstrate professionalism by listening, showing empathy and providing clear guidance. This does not mean compromising safety regulations or established procedures. Rather, it means applying those procedures with courtesy, fairness and an appreciation of the passenger’s circumstances.
The customer’s needs may not be stated properly. But being in the shoes of the customer leads to service that is relevant to the customer. A ground staff member who notices an elderly passenger struggling with luggage, a cabin crew member who patiently explains a safety procedure, or a customer service officer who follows up on an unresolved complaint is demonstrating the value of going beyond the minimum requirement.
Therefore, going the extra mile is not necessarily about spending more money or offering extraordinary privileges. Sometimes, it is a timely announcement, a sincere apology, a helpful explanation or a willingness to take responsibility for resolving a problem. These seemingly small actions can transform a frustrating experience into one that reinforces confidence in an airline.
More often, going the extra mile is the result of consistent actions that build trust over time. Customers should lay their service on a foundation of trust, reliability and the confidence that customer service is available when it is needed. The emphasis is to give value to the customer. Customer service staff must recognise that every interaction is an opportunity to build trust and help the customer succeed.
For aviation organisations, this requires a customer-focused culture supported by staff training, effective communication, accountability and management commitment. Employees must be empowered, within established safety and operational guidelines, to respond appropriately to passenger concerns. Customer service should not be the responsibility of one department alone; it should be reflected in the conduct of everyone who interacts with passengers.
Ultimately, going the extra mile is a trip in the right direction that makes a positive difference to the customer. The Lagos bus driver’s apology remains a simple reminder that professionalism is often revealed in moments when customers least expect it. In aviation, where safety, punctuality, reliability and customer confidence are essential, going the extra mile can distinguish a satisfactory journey from a memorable one.
The question for aviation professionals is not merely whether they have delivered the service promised, but whether they have made the experience better for the customer. That is where the extra mile begins.
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Ekelem Airhihen, an accredited mediator, has an MBA from the Lagos Business School. He is a member, ACI Airport Non-aeronautical Revenue Activities Committee; his interests are in market research, customer experience and performance measurement, negotiation, strategy and data and business analytics. He can be reached on ekyair@yahoo.com and +2348023125396 (WhatsApp only).
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