I’ve made a point of introducing new ideas to the industry through provocative discussion, not because we always benefit from them, but because we tend to listen more when we’re a bit offended.

Now, being three days overdue on my latest polemic submission and in quite a mood, I thought I’d share my unfiltered thoughts on the ethical problems subcontractors face. Subcontractors are crucial to this industry and are expected to adhere to strict ethical standards—non-solicitation agreements, confidentiality clauses, and conduct guidelines ensure we don’t poach clients, leak information, or compromise quality.

But here’s a subversive thought: have you — the shop owner — been so focused on protecting and growing your business that you’ve inadvertently crossed ethical boundaries with your contractors?

In this article, I’ll delve into some of the minor ethical dilemmas I’ve encountered, highlighting the often overlooked need for protections that respect subcontractors as valued partners in the industry.

Respecting Intellectual Property

Have you ever noticed a customer taking a photo of you and your unfinished work? It’s always bothered me, and I’ve finally figured out why. As installers, we use unique proprietary methods and techniques that give us a competitive edge. It can be very distressing when these are shared online without permission. While the end result undoubtedly belongs to the shop, the process and the methods should be considered part of our intellectual property.

To address this, it’s essential for shops to respect the intellectual property of their subcontractors. Before taking photos or videos, ask for permission and clarify how the content will be used. Implementing a clear agreement that protects the contractor’s proprietary methods can prevent misunderstandings and ensure that both parties feel respected and valued.

Honesty in Branding and Representation

Here’s another one. Have you ever asked your contractor to wear your shirt or, at the very least, asked them to hide their branding while on-site? Seems harmless, right? The idea is to avoid uncomfortable questions from the end customer about middlemanning, which can lead to concerns about transparency and value for money.

But here’s the crucial dilemma: if I’m asked about it, should I lie? This would mislead the customer and put unnecessary pressure on contractors to conceal their true position, distracting them from focusing on their work.

Instead of concealing branding, consider a more transparent approach. Allow subcontractors to retain their branding while making it clear to clients that they are trusted partners. This builds trust and maintains transparency. Your contractors will feel a lot happier if they don’t have to lie for you.

Fair Compensation and Continued Collaboration

Do you think it's fair to leverage a subcontractor's skills to win an account and then exclude them from future work? Many times, companies use my expertise to secure lucrative contracts, only to replace me with less experienced in-house staff afterward. This feels unfair, especially when my skills were crucial in winning the job.

Perhaps I'm overreacting, but I've always believed you hire a skilled specialist for specific tasks that require their unique abilities or to handle overflow work. Using a contractor to win an account without acknowledging their contribution doesn’t necessarily feel wrong, but it certainly doesn’t feel right either.

To foster fairness, ensure that subcontractors are included in future work if their skills were instrumental in securing an account. This not only makes subcontractors feel valued but also builds long-term, trusting relationships.

Maintaining Confidentiality and Trust

I’ve worked with over 150 companies as a subcontractor, and most have, at some point, asked about my other clients. The most egregious requests have involved soliciting staff from competitors. These sorts of questions, even if seemingly harmless, put me in an extremely uncomfortable position — not only because they presume to involve me in an unethical conspiracy, but also makes me question how they would treat me if I was no longer useful to them.

This one is simple: avoid asking subcontractors for information about their other clients or competitors. If they were to reveal your competitor's secrets, how could you trust them to keep your secrets safe? Instead, focus on building a relationship based on mutual respect. Clear agreements about confidentiality, whether written or verbal, should be in place, ensuring that both parties are protected and that ethical boundaries are maintained.

Giving Credit Where It’s Due

And while we’re at it, do you give proper credit to your subcontractors for their contributions? Let me be clear, I’m happy for my customers to take the spotlight, but this comes at a cost and I’ll be less inclined to partner with you long-term. When subcontractors aren’t given credit, we’re rendered invisible, and it affects our future business opportunities.

Take my experience, for example. There are some companies that have never acknowledged my contribution, despite leveraging my skills to win work, publishing my face on their social media, and dragging their feet on payment. This approach is unsustainable and detrimental to building long-term relationships.

To ensure your subcontractor is loyal and willing to support you at short notice, try to regularly acknowledge and credit them for their work. Recognising their contributions builds an atmosphere of respect and trust, opening doors to new opportunities. Otherwise, you risk losing their commitment as they seek more appreciative partners.

Conclusion

Have you made it this far? No, seriously, this isn’t the most thrilling topic, but it’s crucial. Subcontractors exist because shops need flexibility and the ability to focus on their core strengths without overextending. We need each other to thrive.

When shops and contractors respect each other's ethical boundaries, everyone benefits. But when that respect is missing, we have a breakdown in industry cooperation that leads to uncertainty, distrust and delays. Isn’t our job hard enough?