Expectations are part of life and are inescapable. We have expectations for ourselves, as well as for those we share personal and working relationships.

When was the last time you sat down and talked about mutual expectations with a personal or working relationship? These conversations do not happen often enough. Most relationship behavioral patterns avoid talking about what could be potentially awkward and difficult. However, avoiding these conversations could be detrimental to those relationships and stunt personal and professional growth opportunities.

Adam Wynbrandt has been in the farrier industry for 30 years — first as a farrier and now as owner of The Horseshoe Barn. His customers have become like family. As with most families, they have deep discussions on how to solve world problems and issues within the farrier industry. Over the past few years, Wynbrandt has heard several established farriers and their apprentices/associates complain about how their situations are not working out. The common root problem in their stories was a lack of clearly laid out expectations from both parties. What used to be the simple but clear expectation from employers of, “show up to work and work hard,” seems to be over, as a solid work ethic is in short supply in the field of apprentices. Wynbrandt asked farriers and working apprentices/associates about the importance of setting mutual expectations. He was astonished when both parties agreed on the importance, yet wouldn’t create the potential to change their situations.

The new farrier, such as Bryan Swift, bottom, and mentor, such as Logan Lovett, must receive a return on investment. The apprentice or associate must gain knowledge while gaining practical experience, while the mentor receives work and assistance in return.

Setting the Stage

When Wynbrandt started shoeing horses, he recalls that it was almost impossible to find a farrier to work with, let alone mentor with. Up until the late 1990s, the farrier industry was a different time and place than it is now. Farriers were protective of their trade secrets and viewed recent farrier graduates from horseshoeing schools and newcomers as competitors who are out to steal their clients.

Wynbrandt spent 2 years looking for a farrier who would take him on as a mentee. When he finally found one, he expected to be able to jump right in and shoe horses next to his mentor. His expectations were not reality. He spent the first month learning how a broom and dustpan worked. The second month, he attempted to get under his first horse, intending only to pull the shoe and pare the hoof out. He was swiftly pulled out from the horse by the back of his pants by his mentor as he said, “It seems you need some help; we need to talk.”

His mentor proceeded to explain the expectations he had of Wynbrandt. He explained the amount of work he would need to put in and the tasks to be completed before allowing Wynbrandt to move on. Expectations need to be clearly written, concise and to the point, objective and measurable. If done in this way, expectations will serve as accountability and motivation.

Wynbrandt’s mentor set the stage for a mutually beneficial working relationship that promoted personal and professional growth for both. After a few years, Wynbrandt worked his way through, meeting and exceeding his mentor’s expectations, but only because he knew exactly what those expectations were from the start.

During their “talk,” Wynbrandt had a chance to voice his thoughts and any expectations he had of his mentor. These expectations now became “mutual expectations.” Clearly defined mutual expectations ensure both people are on the same page and working toward the mutual goals. They act as an accountability tool when one person veers off track. One of the biggest benefits of setting mutual expectations is it allows both people a chance to be heard and understood. In personal relationships, the issue most often cited is when a person does not feel heard or understood. Mutual expectations are meant to cultivate trust and understanding, minimize micromanagement and menial common problems.

When Wynbrandt and his mentor had their “talk”, two things happened: they communicated and defined their expectations. Both are keys to a healthy, positive and productive business relationship. Wynbrandt was the recipient of a positive mentor/mentee relationship early on in his career. Unfortunately, this does not seem to be the norm.

What might have happened if Wynbrandt’s mentor had not sat him down for that talk to lay out his expectations? Wynbrandt had been shoeing for 2 years, making his house payment and putting food on the table. He felt he was bringing value to his mentor’s work, but his mentor felt otherwise. If there had not been a talk to lay out mutual expectations, this new mentor/mentee relationship would have been short-lived.

When a young farrier looks for a mentor/farrier to work with, they should outline a few expectations for their mentor/farrier. Have a conversation with the prospective farrier before making a long-term commitment. Some farriers have working apprentices/associates just to work them until they drop, thinking of the apprentice as cheap labor. It has been described by apprentices as similar to hazing. Times have changed and this standard of treatment is thankfully becoming unacceptable. For a young farrier, there has to be a return on investment (ROI). What knowledge do you gain from working for/with this farrier? Do you learn something new every day? Or is a tired worn-out body all that you have in return for your labor and time?

When an established farrier/mentor is ready to accept a working apprentice/associate, they should take the time to outline their expectations they have. Just as the young farrier will be looking for ROI, the established farrier will also be concerned with it. Combine both of these expectations and you have created mutual expectations between a farrier and their working apprentice/associate. It does not have to be a painful process. There are always growing pains while a new team of farrier and apprentice start working together. It will slow work down for a time, but in the long run, the teamwork approach will bring efficiency and speed to the work; creating room for ending the day early or adding more horses to the client base.

Mutual Expectations

In response to the plethora of complaints from the farriers and apprentices/associates, Wynbrandt drafted an outline of mutual expectations. He researched setting mutual expectations for a business relationship. He also brought in Galt, Calif., farrier Logan Lovett and Orangevale, Calif., farrier Gabe Griffin to help compile a list of mutual expectations, as both have run successful farrier practices that incorporate at least one full-time apprentice/helper.

These expectations are categorized into professionalism, communication, teamwork, responsibilities, productivity/standards/time management, work-life balance and associate expectations for me. There will be some that cross into multiple categories. Use this as a starting point for forming your own mutual expectations list. When reading the outline, the following key is used: Me/I = farrier/boss; You(r) = working apprentice; We = farrier/boss and working apprentice.

Mentor expectations for the associate.

Professionalism.

• Show up on time for work.
• Always have a positive and respectful attitude towards me, the clients, the horses and the barn staff.
• Be clean and well-groomed.
• Wear a collared shirt and pants.
• Wear steel-toed boots, safety glasses and hearing protection.
• Work with honesty and integrity. If you make a mistake, let me know and I will address it.
• We do not gossip about other clients or horses.
• What we discuss about horses in between us.
• Leave your cell phone in the truck.
• Conduct yourself in a professional manner while not on the job, including social media.
• We do not discipline horses.
• We take pride in everything we do; our reputation is everything.
• You are a key part of the business. Replacing you will take some effort, so 90 days’ notice before you plan to leave would be greatly appreciated.

Communication.

• We always have open communication.
• Do not talk to clients or vets about horses. If they have questions, refer them to me.
• If you see anything that is concerning or out of the ordinary, say something. I value your opinion and another set of eyes on the work.
• You can ask any question that you would like, but make sure it’s the appropriate time.

Teamwork.

• We are both on the same mission.
• We take care of each other. I have your back and you have mine. We do not throw each other under the bus.
• I will never ask you to perform a task that I would not do myself. There is no job beneath anyone.
• If you need help, say something, we will work it out.

Responsibilities.

• Set up and take down truck.
• Help keep the truck clean and tidy.
• Put all tools back where they belong. Everything has a home. If you are unsure, please ask.
• Help keep track of inventory in the truck. If you notice we are getting low on something, let me know and write it on the board.
• Help catch horses and return them to the stall. Pay attention when horses are walking to and from the shoeing area. If you notice something, let me know.
• Leave the work area cleaner than when we found it.
• I will teach you everything I know about the job. However, to be successful, you must be willing to put in the time on your own.
• Occasionally I may ask you to fix lost shoes.

Productivity, standards, time management.

• There is always something to be done. If you don’t know what, ask.
• Work with a sense of urgency, but remember, quality is key.
• While perfection may be unattainable, we always strive for it.
• I expect you to maintain a high standard. Everything you do is a reflection of me, and I have a high standard for myself. You are a key party of the business and I expect you to contribute accordingly.
• The more proficient and the more you can do, the more you will earn. Pay is based on ability. If you feel like you are ready for a raise, please let me know and we will discuss.
• Passing the American Farrier’s Association Certified Farrier or Certified Journeyman Farrier designations will automatically result in a raise. I encourage you to work toward them.

Work-life balance.

• It is difficult to work set hours. Some of our days can be long.
• Sometimes we travel and stay overnight.
• When we do, I will cover all the costs for room and board.
• I will try and give you as much notice as possible when we stay overnight, but our schedule can change at the last minute.
• If you require a day off, 2 weeks’ notice would be appropriate.
• Two hours’ notice for a sick day would be appreciated.
• Two months’ notice for an extended vacation.
• If you’re interested, we’ll have a monthly forge day with a barbecue afterward. I will provide steel and propane.
• If I don’t give 48 hours notice of a day we’re not working, you will be paid for the day regardless.

Associate expectations for the mentor.

• You can expect my loyalty. I will never throw you under the bus.
• You will be paid in a timely fashion.
• You can expect a safe and healthy work environment. I do not expect you to work in any environment I will not work in myself.
• If you are concerned about working on a horse or in a situation, let me know and we will address it.
• You will receive regular feedback on job performance.
• If you are struggling with a horse in your own business, I will do my best to offer advice and help.
• We will have fair and consistent communication.
• I will do my best to give credit and acknowledgment of your work.
• I will pay for two clinics or seminars a year, subject to discussion and approval.
• I will help you with any certifications or credentialing.
• When you are ready, I will send work your way.

Feel free to use this list as a guide for your own apprentice/helper. Or if you’re the apprentice/helper, take this list to your mentor and ask to have a discussion regarding their expectations of you and what you can expect from them. A good thing to do after compiling your list, custom to your business relationship, is to both sign a copy and place one copy in the glove box. Doing this will serve as checks and balances for both parties. When expectations are not being met, on either side, a copy in the glove box can be referred upon to keep each other accountable.

There is no room or excuse for apprentices to be subjected to hazing, verbal abuse or a lack of compensation for their hard work. For the good of the industry, open communication and clear expectations are a must. If you are in a situation that could benefit from having “the mutual expectations talk,” do not wait any longer to have it. If you need guidance, reach out to Wynbrandt. He is happy to help you turn your situation around into a successful and mutually beneficial situation. Isolation is the enemy of success. We need the farrier community to prosper.