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PEOPLE: PATH TO THRIVING job, but going through the process was a wake-up call. "I wanted that job so badly, but I told myself that if things didn't work out, I was going to find a way to change my situation. "It is frustrating for anyone to feel that they are not reaching their potential professionally," Baum said. "When you're part of a family business, this dynamic can be complicated, at best." So he decided to take the reins and poured himself back into his dad's business. He wrote a 15-page strategic plan that focused on how Bass could be more forward-thinking by hiring and developing the right people and streamlining and improving processes. The effort re-energized Baum and he enthusiastically presented it to his father. His dad appreciated the effort, but wasn't ready to implement Baum's suggestions. "My dad was the entrepreneur. He did everything: sales, strategic planning, budgeting, etc., so in hindsight it is no surprise that he took my suggestions for change a little personally," said Baum. "It can be a struggle to get someone to look at things differently in this industry, especially when it involves critiquing the business that they have dedicated their life to." That exchange made the next few months tense between Baum and his father. And then the unthinkable happened. In May 2014, Al died in an accident on his all-terrain vehicle. In addition to the family's pain and grief was the reality that no succession plan was in place for Bass Mechanical - a common pitfall of family-owned businesses. Working with an outside consultant, the family decided to have Casey assume the CEO role. "It was baptism by fire," he said. And being the founder's son didn't make it easier. "Let's put it this way, when you're the owner's son, no one is lining up to put a crown on your head," he said. In addition to the succession challenges, the company 8 | LANCASTERTHRIVING! | Winter/Spring2017 was in the midst of what Baum describes as "uncontrolled growth," as a result of adding an electrical division and hiring several external sales reps. Revenue increased from $3.8 million in 2013 to $7 million in 2014, and the number of employees doubled to more than 40 during that timeframe. Taking on the roles of owner and leader during this tumultuous time, Baum knew he needed help. He started attending leadership roundtable meetings at the High Center at Elizabethtown College. The Center's mission is to serve and strengthen families in business through succession planning, family leadership training and legacy building. The peer group showed Baum that facing personal hardship in the midst of business struggle wasn't unique to Bass Mechanical. "You quickly see that everyone is either going through or has gone through some pretty dark times, personally and professionally," he said. "I have found that by practicing empathy and compassion I am able to learn from other's experiences. "We are so fortunate in Lancaster County to have resources like the High Center and just an overall business community where people are willing to go out of their way to help each other," said Baum. "Having a supportive peer group to weather the storm with you is very powerful. They can encourage you and hold you accountable to make the tough decisions needed to grow a business." Tough decisions like attracting and retaining talented people who fit the company culture, and letting go of those who don't. "You can't accomplish much or create something sustainable without the right people; it's so important," said Baum, who has a passion for psychology and employs tools like the Myers-Briggs Personality Indicator when hiring. "I'm so adamant about culture fit that we only have two employees in the company left who were with us in January 2014. It was tough, but we now have an awesome team