Parks, Highways, and Hindsight: What 100 Years Teach Us About Rapid Results

In January 1934, Robert Moses was sworn in as New York City’s first citywide Parks Commissioner. When I say he hit the ground running, that might be an understatement. Think of a sprinter who’s trained for years. The moment the starter’s pistol fires, they’re already at full speed. That’s Moses.

Less than two weeks into his new role, he orchestrated a monumental overhaul of New York’s parks—right in the heart of the Great Depression. His ability to navigate thorny political mazes and financial constraints rivals any modern productivity guru. We may not be able to match his relentless drive overnight, but we can pick up a few powerful insights from his story.

There is a catch in this story however. While he was a master at getting things done, Moses also gained a reputation for steamrolling opposition and being indifferent to certain communities—particularly those that were poorer or had less political power. It’s important to keep that in mind as we talk about what he achieved and why it was so extraordinary. We don’t want to emulate the bullying or disregard for public input; we do want to learn from his knack for swift, organized action.

From Telegrams to Hired Hands in 24 Hours

On January 27, 1934, Moses secured funding from the Civil Works Administration (CWA) to hire more architects and engineers for his ambitious makeover of city parks. By noon, 1,300 telegrams went out to carefully chosen candidates across New York State, inviting them to show up the next day for an interview.

Remember, this was the Depression era. Jobs were scarce. People turned up in droves the following morning—600 were hired on the spot. It was, to put it mildly, an employment process on steroids. If they were really needed, Moses saw no reason to delay. In some cases, he even told new hires: “If you go home tonight, don’t come back tomorrow.” Now that’s one way to test commitment.

A Wave of Park Transformations

What happened next still feels astonishing. By May 1—just a few months later—1,700 park renovation projects had been completed. Playgrounds were resurfaced, statues refurbished, benches re-slatted, dead trees replaced, and bridle paths rebuilt. They even tore down 86 miles of unnecessary fencing around the city.

But it wasn’t just refurbishments. Moses scoured every possible funding avenue to buy up land for new parks. By the end of that first year, he’d added 60 new playgrounds to the city. Given that the city had only ever built 119 playgrounds in its entire history up to that point, that’s a 50% jump in 12 months.

A park supervisor oversees children playing in the Bronx’s Hines formerly St. Augustine Park, circa 1940. Courtesy of Parks Photo Archive; Neg. 17760.

When I read this chapter in The Power Broker, Robert Caro’s famous biography of Moses, I found myself thinking: Yes, these feats were extreme. But buried in the drama is a blueprint for productivity that still resonates today. Let’s break down three of the big lessons.

1. Start, Even if You’re Not Fully Ready

There’s an old saying in business: “It’s easier to ask for forgiveness than permission.” Moses practically made a career out of it. He’d secure a fraction of the budget needed for a massive project, break ground, and then dare city officials not to finish. Once part of a highway was built, he knew no one could leave it half-done.

How to apply this:
Don’t wait for the perfect moment, because it rarely comes gift-wrapped with a bow. If you have a new idea at work, launch a small pilot or trial. Once there’s tangible progress, people start paying attention and momentum builds. And once momentum builds, it’s much harder to stall out.

2. Prepare for “Go Time” Before You Get the Green Light

Moses’ team hired 600 people in just over 24 hours—almost a century ago—without email, LinkedIn, or project management apps. How? They’d done their homework. They had lists of potential hires, with contact details ready to go. So when funding approval arrived, they took off like a rocket.

How to apply this:
In most large projects, there’s a waiting period—sometimes for budget, other times for approvals. It’s easy to let enthusiasm dwindle, but don’t. Use that downtime to plan next steps, gather resources, and line up the troops. That way, when you do get the green light, you can launch with blazing speed. This burst of momentum not only helps you, but also nudges other stakeholders to keep pace.

3. Shape the Right Team—and Expect Results

If Moses was relentless about anything, it was his team’s work ethic. If someone was dead weight, they were invited to leave—one way or another. In one (rather brutal) anecdote, an older employee who wouldn’t retire was assigned all-night shifts until she finally gave up. Harsh? Absolutely. But it emphasizes a point: projects are powered by the people behind them.

How to apply this:

• Pick the right people: If you have any say in staffing, think carefully about the skills and mindsets needed. Look for those with a bias toward action, folks who get a thrill from progress.

• Manage performance: Not everyone will be 100% dedicated to your project. They have day jobs and other deadlines. Keep objectives clear and timelines in check. Celebrate wins so the entire team feels the positive pressure to deliver.

Final Thoughts

We can’t all become Robert Moses overnight—and that’s probably a good thing. (His intensity wasn’t always easy on his colleagues!) But behind the dramatic stories are lessons that stand the test of time. Momentum works like compound interest—it grows faster and faster once it gets rolling. So, find ways to remove hurdles, double down on preparation, and nurture a team that thrives on impact.

For more on Moses’ singular focus and large-scale thinking, I highly recommend The Power Broker—particularly Chapter 20. It’s a masterclass in productivity, determination, and the things that can happen when a team is all-in on a mission.

Stay tuned for the next post, where I’ll get more specific on personal productivity and share tips for organizing your day, beating procrastination, and getting the right things done—without the need to hire 600 engineers overnight.

Disclaimer:Robert Moses’ tactics often included steamrolling opposition and dismissing community input. While we can learn from his organizational genius and tireless momentum, we do not endorse his bullying or disregard for residents’ well-being. The ultimate goal is to harness determination ethically—to build with people, not over them