Many farriers struggle with hiring and keeping apprentices in the fold. While the reasons vary, complaints frequently revolve around apprentices’ failures — they lack motivation and work ethic. Perhaps some do, but what if we’re failing them?

Earlier this year at the International Hoof-Care Summit, Jamie Cooper, a San Antonio, Texas, attorney and farrier spouse, shed some light on the gaps between the generations that are in the workforce (Click here to view the article). Although many of the stark differences between generations are obvious, the causes and strategies for improved working relationships with both clients and apprentices might be surprising.

Consider Gen Z, since most apprentices will be born between 1996-2014. This generation is “motivated by diversity, personalization, individuality and creativity. … [They] value independence and individuality and they prefer to work with Millennial managers, innovative co-workers, and new technologies,” Cooper writes, noting that these are vast generalizations that won’t necessarily be true for everyone.

Putting it into Practice

Jason Critton, CJF (TE), AWCF, owns and operates C-Cross Farriers, a thriving multi-farrier practice in Sedalia, Colo., that predominantly consists of Millennials and Gen Zers. While Critton didn’t necessarily establish his apprentice protocols with an eye toward generational differences, he follows many of the premises that Cooper details, as well as a bit of common sense.

Like most mentors, Critton’s apprentices begin by pulling shoes, finishing and exposing them to proper trimming techniques.

“I try not to overwhelm them with too much at once,” he says. “I try to keep it methodical, but simple. It’s a long time before I let them use their knife, but when they do, they start by leaving enough foot where I still need to do some knife work. They’re leaving length and showing they can accurately run their knife. We err on the side of caution. As they do that, they’re building trust with me until I’m confident in their skills. Then I start turning them loose.”

As Critton’s trimming training indicates, he values putting his apprentices into positions to succeed. He understands that there are many ways to shoe a horse. While Critton might prefer one method, it might not work to another’s strengths.

“We rotate apprentices among the senior farriers in our practice,” he says. “Former apprentices are in the shop all the time. They’re plugged in. It’s like an information highway. They’re better now than they were before because they have more resources than just me.”

Each farrier has goals to achieve with a carrot tied to the end of it. When one achieves certification, a bump in pay follows. Critton’s methods resonate with his associates.

“Every day I’m getting challenged more and more,” says Cord Larson, CJF, who has worked with C-Cross Farriers for 5 years. “Go do this and go do that. After a couple of months, you’re transitioned to the next responsibility.”