How do I know when it’s time to stop?

Knowing when it’s time to pass on or end your spiritual innovation work is one of the most courageous decisions you will face. Every project has a life cycle, and part of honoring your vision is being honest about when it’s run its course, or when it needs to change shape. Sometimes, the signs come as burnout, stagnation, or a growing sense that what once felt alive now feels forced. That doesn’t mean you’ve failed, it might mean that something new is trying to be born, either through you or through someone else. Just like seasons change, spiritual work also moves in phases. But there’s an art to letting go; and finding how to transition with grace rather than unplanned collapse is crucial. That could mean thoughtfully closing something, or intentionally inviting someone else to lead.

Aliza Kline is the founder of Mayyim Hayyim and OneTable, each of which she led for over a decade. For her, there were two things that helped her know it was time to hand over leadership to a successor. First, she wanted to see the values and processes she cared about most fully embedded in her team and the work of the organization. For example, integrating human-centered design in everything from team meetings to the hiring process was a great indicator that this had been successful. And second, both organizations were anchored in a specific Jewish ritual–the mikveh, or ritual bath, and Friday night Shabbat dinner. When Aliza found herself drawn to other themes or rituals that weren’t core to the organization’s mission, it was a second indicator that perhaps the time had come to move on. “I observed in myself that I was drawn to newer initiatives. And even though I have deep affection and pride in the core operation, it wasn’t lighting me up in the same way,” she explains. 

That’s totally normal. Some projects are meant to be short and catalytic; others, like Aliza’s, take dedication over the long term–but, even then, need different kinds of leadership as they grow. Spiritual innovation founders often carry the spark of imagination, while others with strong management skills do well building structures and sustainability. Both are essential, but they’re not always the same person. There’s dignity in recognizing your own limits and trusting the timing of things. Endings are a sacred moment, one that creates space for rest, healing, and the next right thing. You don’t need to keep something going just because you started it. Sometimes, the most faithful act is to bless what was, and trust what’s next.

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Tools for transition

• Richard Rohr is a spiritual teacher who handed over leadership of his Center for Action and Contemplation after thirty five years. Hear him reflect with his team about the succession in this video series–and what it took to make that happen successfully.
• BoardSource has a number of tools for executive transition, including this sample timeline. 
• The Decelerator is a project in the United Kingdom specifically set up to help organizations intentionally navigate their closing. 
• William Bridges’ classic book Transitions is useful for leaders and communities alike as they navigate the emotional and structural dimensions of change.
• And the Center for Creative Leadership has numerous resources, including this webinar on leadership transition amidst uncertainty.