"In fact when Sweet Honey was ten years old it was too big for me to run, and I knew it, but I ran it for another thirteen years because I couldn't convince other people to really do it. And this year, I'm not running it"

Bernice Johnson Reagon reflects on her extensive commitment to leading Sweet Honey, a project or ensemble that she acknowledges outgrew her capacity long before she stepped down. Her candor reveals not just personal exhaustion, but the weighty burden of sustaining an institution that depends on her leadership. When she says Sweet Honey was "too big for me to run" at just ten years old, she is suggesting that the demands, complexities, and expectations eclipsed her individual ability to continue guiding it, perhaps owing to its growing reputation, reach, or internal dynamics. Despite this realization, she continued for thirteen more years, highlighting themes of duty, persistence, and perhaps a lack of support or suitable succession.

The reluctance, or inability, to "convince other people to really do it" gets at the challenge many founders or leaders face: difficulties in passing on institutional knowledge and authority to others who may lack the vision, drive, or understanding needed to steward the entity into its next phase. This speaks to the emotional and practical complexities of leadership, especially for deeply personal or culturally significant projects. She persisted not because it was sustainable or even desired, but because she felt the absence of someone who could carry the torch appropriately.

Finally, her simple declaration that, "this year, I'm not running it", marks a turning point, one that is likely bittersweet. There is a sense of resignation and relief, perhaps tinged with concern for what will follow. It also underscores the necessity for renewal and change in long-term projects or movements, and the courage required to step aside regardless of potential uncertainty. Bernice Johnson Reagon’s words outline not just a personal journey, but the broader struggles of any leader faced with the crossroads of legacy, leadership succession, and the inevitable evolution of groups and ideas.