Tipping Tword the Future

by David W. Frantze

The future of our community depends on our willingness to step forward and pledge to do our part. The tipping point is within our grasp.

There are two normal reactions to a new year—a desire to reflect on the year just passed, and a desire to plan for future improvement. Today in the greater Kansas City area, there is a tremendous opportunity to do both. Collectively, we have had a great 2004, and there is much on the horizon that will make 2005 and future years even more successful.

Many are now familiar with Malcolm Gladwell’s book The Tipping Point. Reflecting on Gladwell’s basic premises—that small things can cumulatively result in major changes and “tip the balance”—it is apparent that the greater Kansas City area is approaching a tipping point, that is, tipping toward a status on par with a higher tier of cities. The first obvious question is “How did we get here?”

Over the past few years, our law firm has been very fortunate to work on many of the major developments around the metro area, giving me a first hand view of the factors that have brought us to this tipping point. As we have observed these major projects, from the downtown development in Kansas City to retail development in Lee’s Summit to entertainment development in Kansas City, Kansas to retail development in Liberty and all around the metro area, it is apparent that all have been the result of similar factors.

Strong political leadership. In each case, there was no doubt where local leaders wanted to take their community. That vision was shared by the council and other political leaders, resulting in a unified focus in each community.

Capable staff. Political leadership was further supported by professional staff leaders with the skills, ability and desire to implement the vision of the community.

Risk taking. Great change is never a safe process but to improve those communities demonstrated a willingness to take risk. The risk taken was measured, evaluated, calculated and weighed against the benefits, based upon available facts. But it was a risk nevertheless.

Outsiders. Surprisingly outsiders proved more positive about our community than we did. Maybe it’s our own complacency, but when developers, businesses or retailers come from outside, they see more in our community than we do.

So now the real question: If we are at a tipping point of greater growth and enhanced status as a great American city, how do we as a community push forward to take maximum advantage of this opportunity? History offers the clear lesson that these types of opportunities are often generational. If we miss this one, it will be our children who next have such an opportunity.

What can we do to help to tip the balance and build on the momentum that’s been generated? A few modest suggestions.

First, take the time to learn about what’s going on throughout this community. All the metro area, not just your local part.

Second, and closely related, broaden your perspective by taking advantage of the enhanced entertainment and retail opportunities that are now available in the greater metro area. Let’s stop just mouthing the words that we are an interdependent metro area, and let’s bring a truly metropolitan view into our daily lives.

Third, let’s leave behind this huge inferiority complex. Let’s celebrate what makes us unique, what makes this a great place to live, what makes this the place we have chosen to live and work. Then let’s build on that to move our metro area forward, achieving the tipping point where we chase (and catch) cities such as Denver and the Indianapolis rather than worrying if we’re slipping down to become a lower tier city.

The future of our community depends on our willingness to step forward and pledge to do our part. The tipping point is within our grasp. Our accomplishments to date are a springboard to making the improvements that could dramatically enhance this community for tomorrow. What a shame it would be if we don’t use that springboard to reach as high as we can.

David W. Frantze is a partner at Stinson Morrison Hecker. He may be reached at 816.691.3181 or by e-mail at dfrantze@stinsonmoheck.com.