Being a Travel Agent in the Age of Terrorism: Part III, Final Thoughts for the Agent Fiduciary

To conclude this series on travel agency fiduciary obligations in the Age of Terrorism, I want to elaborate on one point from Part II: the question of whose decision it is to travel to Destination X? This is not a matter of legal metaphysics or philosophy. The answer to this question drives everything that the travel agent should do in relation to the client.

The crux of the matter is what to say when your client asks “should I go?” or “would you take your kids there now?” You will want to say “yes,” at least if you believe it. A negative answer will either end the entire sale or lead to a restart. And in the “trenches” where the agent works every day, even a hint of hesitation in response to such questions can be fatal. On the other hand, a quick and easy “yes” sets you up for problems if, against the odds, there is a disruption on the trip from terrorism (anywhere) or other cause.

The better approach, from every standpoint, is to treat every client with awareness of your fiduciary obligation while making it very clear that the answer of “should I go” is for the client to decide. The travel agent’s role is to be a guide in the client’s choice but it is important that the agent not effectively take over that decision. This is a subtle but critical distinction.

We have discussed in previous columns the tools that are available to the agent and the client to guide the big decision. The hardest case is likely to be the one in which the client clearly wants to go, but is trying to put the onus on you to declare that the destination is “safe.” The client, in effect, is pressing you to “tell me what to do.”

It is good practice to respond with “yes, I would,” if you believe it, but you should always add “but this is your decision to make, not mine; what additional information can I help you find to give you the confidence you’re looking for?” You would be wise to keep a log or other record of the information that was brought to a client’s attention in connection with the conversation about the “safety” issue.

Now, let’s turn to the worst case. The client has been properly educated and made an informed decision to travel. Then something happens. It might be an act of terrorism somewhere on the itinerary or, more likely, somewhere else but close enough to induce stress and anxiety. The disruption may lead to cancelled services or other changes in the client’s planned journey. The same issues will arise from unexpected weather events and other “irregular operations,” including the emergence and/or spread of disease. What is your responsibility as the agent who sold the trip?

The answer lies in the phrase “duty of care,” which is known to most corporate travel agencies and should be familiar to all agents. This means that once the trip is sold, you are not done with it. You should have in place a system in the office to monitor where your clients are expected to be at all times. You should have provided them with what may be called a “disruption plan” (pick a better name) which is simply a brief description of what to do, including how to communicate with your agency, if the unexpected occurs. While the disruption is clearly bad news, this is your chance to show the client one of the best reasons for dealing with a professional travel agent.

The on-top-of-it agent, aware of the developing problem, should be prepared to intervene on the client’s behalf, including making alternate arrangements to provide contingent options for the client. If you do this before being asked, and affirmatively reach out to the client, they will appreciate you forever and will tell everyone they know.

This comes down to the question of how you see yourself: trip salesperson or travel experience guide and manager. In the Age of Terrorism, you really must be “guide and manager,” overseeing an end-to-end experience in a way that instills confidence in the client, through education and preparation, and that reflects your obligation to step in when the unexpected happens.

In the next column, we will delve further into the broader topic of “crisis management”–what to do when things go wrong, not just terrorism but any of the many disruptors that can affect how current and future clients view your business.