There is a word that is commonly used in legal matters that has, over the years, made me reflect deeply on how we live our lives. That word is precedent. In law, a legal precedent is a court decision that serves as an authority or guide when determining later cases involving identical or similar facts and legal issues. In simple terms, a decision made today can become a reference point for decisions made tomorrow. What has already been decided can influence how another matter is handled in the future.
If you have ever read court judgments or listened to judges deliver their rulings, you may have noticed that they sometimes refer to decisions made in previous cases. They examine what other judges decided, the principles they established, and how those principles can help resolve the matter before them. Sometimes, they even refer to judgments delivered in other countries, depending on their relevance and persuasive value. Not every past decision is binding on every court, and some precedents can be overturned or distinguished when the circumstances or law require it. Nevertheless, previous decisions remain important in the development and interpretation of the law.
My interest in the idea of precedent began many years ago when I read the case of my late grandmother, Mwenjera Gichuka v. Alice Wangui Gichuka [1998] eKLR, Civil Appeal No. 183 of 1997. While reading the judgment, I came across a reference to another case, Marie Ayoub & Others v. Standard Bank of South Africa Ltd & Another [1961] E.A. 743. That reference caught my attention and got me thinking. Here was one court decision referring to another decision made years earlier. Something that had happened in the past was still relevant to a matter being considered in the present.
It was at that point that I began asking myself a question that has remained with me: What kind of precedent am I setting for my generation? I began to look beyond the courtroom and examine the different places I occupy in society. What precedent am I setting in my family as a father and husband? What example am I giving at my workplace as a worker? What kind of example am I setting in my village as a member of the community? What about my church, my friendships, my business dealings, and every other place where I interact with people?
I realised that although the word precedent is commonly associated with law, the principle behind it can teach us an important lesson about life. Our actions today can become reference points for the people who come after us. The decisions we make, the habits we cultivate, the values we defend, and the wrongs we tolerate may influence others long after we have moved on.
The Precedent We Set in Our Families
Of late, I have been observing people and reflecting on the kind of examples they are setting for their children. Some parents seem unaware that their children are learning not only from what they are told but also from what they see their parents doing.
A father may spend his days teaching his children to be honest, yet they regularly watch him lie to escape responsibility. A mother may insist that her children respect other people, yet they see her humiliating those she considers inferior. Parents may tell their children to work hard and earn an honest living, yet the children grow up watching them manipulate others for personal gain. What lesson are these children likely to remember?
Children do not always follow the instructions they receive. Sometimes, they imitate the behaviour they observe. A parent who repeatedly practises dishonesty may unknowingly establish a family culture in which dishonesty becomes acceptable. A parent who resolves disagreements through insults and threats may teach children that conflict should be handled through intimidation rather than understanding.
Imagine a family in which brothers and sisters are encouraged to compete for their parents' favour. One child is constantly praised while another is treated as though they have no value. As the children grow older, resentment may develop. When their parents are no longer around, disagreements over property, inheritance, or family responsibilities may become more difficult to resolve because the seeds of division were planted long before the actual dispute began.
Some families spend years moving from one courtroom to another over matters that could have been handled through honest conversations, fairness, and mutual respect. Not every family dispute can be avoided, and seeking justice through the courts is sometimes necessary. However, we should ask ourselves whether some of the conflicts that trouble our families are being prepared by the precedents we establish today.
If children grow up watching adults misuse family property, conceal important information, disregard agreements, and treat one another as enemies, they may carry those habits into the next generation. Eventually, the family may become known not for its unity, achievements, or contribution to society, but for its endless disputes.
What kind of family legacy are we preparing? As parents, we should ask ourselves whether the values we demonstrate today will help our children build peaceful homes tomorrow. We may not be able to give them wealth, property, or prestigious careers, but we can give them an example of honesty, accountability, fairness, and respect. Such an example may become one of the most valuable inheritances they receive from us.
The Precedent We Set at Our Workplaces
Our workplaces are also places where precedents are established. Whether we are employers, employees, supervisors, managers, or business owners, our conduct influences the people around us.
Consider an employee who regularly arrives late, neglects assigned duties, and expects others to cover for them. If the behaviour continues without correction, colleagues may begin to believe that punctuality and responsibility are optional. A new employee joining that workplace may quickly learn that the easiest way to fit in is to do as little as possible while expecting a full salary.
Now consider an employee who is honest, dependable, respectful, and committed to doing their work well, even when nobody is watching. That employee establishes a different example. Their conduct reminds others that professionalism is not merely about satisfying a supervisor but about respecting one's responsibilities.
The same principle applies to employers. An employer who withholds workers' wages, changes agreed terms without justification, or treats employees as though they have no dignity may establish a workplace culture built on fear and resentment. Employees who experience such treatment may eventually carry those attitudes into their own businesses or supervisory roles. Likewise, a manager who takes responsibility for mistakes, gives credit where it is deserved, and treats workers fairly can establish a culture of trust.
One of the dangers of setting a wrong precedent is that people may begin to justify their behaviour by pointing to what others have done before them. An employee may say, "Why should I work hard when my colleagues do not?" A manager may say, "This is how things have always been done here." A business owner may defend an unethical practice by claiming that everybody in the industry does it. But does the fact that a wrong practice has existed for years make it right?
A bad precedent does not become good merely because it is popular. Sometimes, changing the culture begins with one person who refuses to participate in wrongdoing. That person may initially be misunderstood, mocked, or treated as an obstacle. Nevertheless, their example can help others recognise that a different way of doing things is possible. We should therefore ask ourselves whether our presence at work makes it easier for others to do what is right or gives them more reasons to do what is wrong.
The Precedent We Set in Our Communities
Every community has people whose conduct influences how others behave. Some are elected leaders, others are religious leaders, businesspeople, parents, teachers, or ordinary residents who have earned the respect of their neighbours.
A community leader who misuses public resources sends a message that leadership is an opportunity for personal enrichment. When such conduct goes unchallenged, young people may begin to believe that success means acquiring wealth by whatever means necessary. On the other hand, a leader who accounts for public resources, listens to criticism, and serves people without discrimination establishes a more responsible example.
The same applies to ordinary members of the community. Suppose a person discovers that a neighbour has made a mistake that could be exploited for personal gain. The person can choose to take advantage of the situation or help the neighbour correct it. That decision may appear insignificant, but it reveals the values the person is willing to defend.
Imagine a village where people regularly cheat one another in business transactions. Trust gradually disappears. People become suspicious of every agreement, friendships are damaged, and cooperation becomes difficult. Even those who wish to do honest business may struggle because dishonesty has become the expectation.
Now imagine a community where people keep their promises, return what does not belong to them, help those in difficulty, and settle disagreements fairly. Such a community creates an environment in which trust can grow.
We cannot control every decision made by the people around us, but we can decide what kind of example we contribute to our communities.
Sometimes, we complain about the direction our society is taking without examining the small decisions through which we participate in shaping it. We condemn corruption in public offices while offering bribes to obtain services. We complain about dishonesty among leaders while lying to our neighbours. We demand accountability from others but become defensive when asked to explain our own actions. If we desire a better society, we must be willing to establish better precedents ourselves.
The Danger of Saying, "That Is How We Have Always Done It"
One reason wrong precedents survive is that people become comfortable with familiar practices. Once a behaviour has been repeated for a long time, challenging it may appear unnecessary or even disrespectful.
A child may be told to behave dishonestly because that is how the family has always conducted its business. A young employee may be encouraged to participate in corruption because refusing would make them appear inexperienced. A church member may be discouraged from reporting misconduct because the person involved has been in leadership for many years.
In each situation, the past is being used to justify the present, even when the practice is harmful. But the past should not become a prison that prevents us from making better decisions. Some traditions preserve wisdom, strengthen relationships, and connect generations. Others may require examination because they promote injustice, division, or unnecessary suffering.
The important question is not simply whether something has been done before. It is whether it is right, fair, beneficial, and consistent with the values we claim to uphold.
In law, a court may distinguish an earlier decision because the facts are different, or a higher court may overturn a precedent under appropriate circumstances. The legal system recognises that earlier decisions matter, but it also has mechanisms for addressing errors and responding to changing circumstances.
We can learn a similar lesson in our personal lives. We do not have to repeat every mistake made by those who came before us. We can acknowledge that a family practice has caused harm and choose a better approach. We can recognise that a workplace culture is unhealthy and begin behaving differently. We can admit that a community norm is unjust and work towards changing it. Sometimes, the most important precedent we can establish is the decision to stop repeating a wrong one.
What Will the Next Generation Learn From You?
When I began reflecting on precedent after reading my grandmother's court case, I was thinking about decisions recorded in legal judgments. Over time, however, the idea led me to a broader question about the influence of one generation on another.
We often think about the legacy we will leave behind in terms of property, money, education, businesses, or achievements. These things are important, but they are not the only things that survive us.
Our habits can survive us through the people who imitate them. Our attitudes can shape how our children treat their own children. Our standards can influence how younger colleagues approach their responsibilities. Our response to conflict can teach others whether disagreements should be resolved through dialogue, intimidation, or revenge.
A person may leave behind considerable wealth but also leave a family that cannot live peacefully together. Another may leave little material property but raise children who value honesty, hard work, compassion, and mutual respect. The difference is not always visible while the person is alive, but it may become clearer as the years pass. This is why we should not wait until we are old to consider the legacy we are building. The precedent we set is being established through our daily choices.
When you make a promise, do you keep it? When you make a mistake, do you accept responsibility? When you have power over someone, do you use it fairly? When you witness wrongdoing, do you challenge it appropriately, or do you remain silent because confronting it may inconvenience you? When you disagree with another person, do you seek a solution or attempt to destroy them? These questions may seem ordinary, but they can reveal the kind of example we are creating.
We must also remember that setting a good precedent does not mean living a perfect life. No one gets everything right. There will be moments when we fail, speak carelessly, make poor decisions, or disappoint those who trust us. What matters is how we respond to those failures.
Do we defend our mistakes at all costs, or do we learn from them? Do we blame everybody else, or do we accept our share of responsibility? Do we repeat the same harmful behaviour, or do we make a deliberate effort to change?
A person who acknowledges a wrong and works to correct it can establish a valuable precedent of accountability. A parent who apologises to a child can teach that authority does not remove the need for humility. A leader who corrects a mistake can demonstrate that integrity is more important than protecting an image.
In this way, even our failures can become opportunities to establish better examples, provided we are willing to learn from them.
What Kind of Precedent Are You Setting?
The story of precedent in law reminds us that decisions made in the past can influence how similar matters are handled in the future. Although the legal meaning of precedent differs from its everyday application, the underlying lesson is worth considering: what we do today can influence what others do tomorrow.
As fathers and mothers, we can establish precedents that strengthen families or contribute to their division. As workers and employers, we can promote responsibility or normalise carelessness. As community members, we can encourage honesty or make dishonesty appear acceptable. As believers, we can demonstrate the values we profess or create confusion through the contradiction between our words and actions.
The choice is not always easy. Doing what is right may cost us an opportunity, expose us to criticism, or require us to challenge practices that others have accepted for years. Nevertheless, we should not allow the fear of being different to prevent us from establishing a better example.
Think about the people who look up to you. Think about your children, your younger relatives, your colleagues, your neighbours, and those who observe you without your knowledge. What are they learning from your decisions? If they copied your habits, adopted your attitude towards money, followed your approach to disagreements, and treated others the way you treat them, what kind of people would they become?
You may never know how far your influence will reach. Someone may remember how you handled a difficult situation long after you have forgotten it yourself. A child may carry a lesson learned from you into adulthood. A colleague may adopt your standards and pass them on to another generation.
You cannot control every decision the people who come after you will make. However, you can take responsibility for the example you give them.
Let us, therefore, be careful about the precedents we establish. Let us create examples worth following, correct the wrongs we inherit, and refuse to defend harmful practices merely because they are familiar.
What kind of precedent are you setting in your family, at your workplace, in your community, in your church, and wherever life places you?
And perhaps the most important question of all is this: If the next generation were to use your life as a reference point for how to live, would you be proud of the example they found?
If you have ever read court judgments or listened to judges deliver their rulings, you may have noticed that they sometimes refer to decisions made in previous cases. They examine what other judges decided, the principles they established, and how those principles can help resolve the matter before them. Sometimes, they even refer to judgments delivered in other countries, depending on their relevance and persuasive value. Not every past decision is binding on every court, and some precedents can be overturned or distinguished when the circumstances or law require it. Nevertheless, previous decisions remain important in the development and interpretation of the law.
My interest in the idea of precedent began many years ago when I read the case of my late grandmother, Mwenjera Gichuka v. Alice Wangui Gichuka [1998] eKLR, Civil Appeal No. 183 of 1997. While reading the judgment, I came across a reference to another case, Marie Ayoub & Others v. Standard Bank of South Africa Ltd & Another [1961] E.A. 743. That reference caught my attention and got me thinking. Here was one court decision referring to another decision made years earlier. Something that had happened in the past was still relevant to a matter being considered in the present.
It was at that point that I began asking myself a question that has remained with me: What kind of precedent am I setting for my generation? I began to look beyond the courtroom and examine the different places I occupy in society. What precedent am I setting in my family as a father and husband? What example am I giving at my workplace as a worker? What kind of example am I setting in my village as a member of the community? What about my church, my friendships, my business dealings, and every other place where I interact with people?
I realised that although the word precedent is commonly associated with law, the principle behind it can teach us an important lesson about life. Our actions today can become reference points for the people who come after us. The decisions we make, the habits we cultivate, the values we defend, and the wrongs we tolerate may influence others long after we have moved on.
The Precedent We Set in Our Families
Of late, I have been observing people and reflecting on the kind of examples they are setting for their children. Some parents seem unaware that their children are learning not only from what they are told but also from what they see their parents doing.
A father may spend his days teaching his children to be honest, yet they regularly watch him lie to escape responsibility. A mother may insist that her children respect other people, yet they see her humiliating those she considers inferior. Parents may tell their children to work hard and earn an honest living, yet the children grow up watching them manipulate others for personal gain. What lesson are these children likely to remember?
Children do not always follow the instructions they receive. Sometimes, they imitate the behaviour they observe. A parent who repeatedly practises dishonesty may unknowingly establish a family culture in which dishonesty becomes acceptable. A parent who resolves disagreements through insults and threats may teach children that conflict should be handled through intimidation rather than understanding.
Imagine a family in which brothers and sisters are encouraged to compete for their parents' favour. One child is constantly praised while another is treated as though they have no value. As the children grow older, resentment may develop. When their parents are no longer around, disagreements over property, inheritance, or family responsibilities may become more difficult to resolve because the seeds of division were planted long before the actual dispute began.
Some families spend years moving from one courtroom to another over matters that could have been handled through honest conversations, fairness, and mutual respect. Not every family dispute can be avoided, and seeking justice through the courts is sometimes necessary. However, we should ask ourselves whether some of the conflicts that trouble our families are being prepared by the precedents we establish today.
If children grow up watching adults misuse family property, conceal important information, disregard agreements, and treat one another as enemies, they may carry those habits into the next generation. Eventually, the family may become known not for its unity, achievements, or contribution to society, but for its endless disputes.
What kind of family legacy are we preparing? As parents, we should ask ourselves whether the values we demonstrate today will help our children build peaceful homes tomorrow. We may not be able to give them wealth, property, or prestigious careers, but we can give them an example of honesty, accountability, fairness, and respect. Such an example may become one of the most valuable inheritances they receive from us.
The Precedent We Set at Our Workplaces
Our workplaces are also places where precedents are established. Whether we are employers, employees, supervisors, managers, or business owners, our conduct influences the people around us.
Consider an employee who regularly arrives late, neglects assigned duties, and expects others to cover for them. If the behaviour continues without correction, colleagues may begin to believe that punctuality and responsibility are optional. A new employee joining that workplace may quickly learn that the easiest way to fit in is to do as little as possible while expecting a full salary.
Now consider an employee who is honest, dependable, respectful, and committed to doing their work well, even when nobody is watching. That employee establishes a different example. Their conduct reminds others that professionalism is not merely about satisfying a supervisor but about respecting one's responsibilities.
The same principle applies to employers. An employer who withholds workers' wages, changes agreed terms without justification, or treats employees as though they have no dignity may establish a workplace culture built on fear and resentment. Employees who experience such treatment may eventually carry those attitudes into their own businesses or supervisory roles. Likewise, a manager who takes responsibility for mistakes, gives credit where it is deserved, and treats workers fairly can establish a culture of trust.
One of the dangers of setting a wrong precedent is that people may begin to justify their behaviour by pointing to what others have done before them. An employee may say, "Why should I work hard when my colleagues do not?" A manager may say, "This is how things have always been done here." A business owner may defend an unethical practice by claiming that everybody in the industry does it. But does the fact that a wrong practice has existed for years make it right?
A bad precedent does not become good merely because it is popular. Sometimes, changing the culture begins with one person who refuses to participate in wrongdoing. That person may initially be misunderstood, mocked, or treated as an obstacle. Nevertheless, their example can help others recognise that a different way of doing things is possible. We should therefore ask ourselves whether our presence at work makes it easier for others to do what is right or gives them more reasons to do what is wrong.
The Precedent We Set in Our Communities
Every community has people whose conduct influences how others behave. Some are elected leaders, others are religious leaders, businesspeople, parents, teachers, or ordinary residents who have earned the respect of their neighbours.
A community leader who misuses public resources sends a message that leadership is an opportunity for personal enrichment. When such conduct goes unchallenged, young people may begin to believe that success means acquiring wealth by whatever means necessary. On the other hand, a leader who accounts for public resources, listens to criticism, and serves people without discrimination establishes a more responsible example.
The same applies to ordinary members of the community. Suppose a person discovers that a neighbour has made a mistake that could be exploited for personal gain. The person can choose to take advantage of the situation or help the neighbour correct it. That decision may appear insignificant, but it reveals the values the person is willing to defend.
Imagine a village where people regularly cheat one another in business transactions. Trust gradually disappears. People become suspicious of every agreement, friendships are damaged, and cooperation becomes difficult. Even those who wish to do honest business may struggle because dishonesty has become the expectation.
Now imagine a community where people keep their promises, return what does not belong to them, help those in difficulty, and settle disagreements fairly. Such a community creates an environment in which trust can grow.
We cannot control every decision made by the people around us, but we can decide what kind of example we contribute to our communities.
Sometimes, we complain about the direction our society is taking without examining the small decisions through which we participate in shaping it. We condemn corruption in public offices while offering bribes to obtain services. We complain about dishonesty among leaders while lying to our neighbours. We demand accountability from others but become defensive when asked to explain our own actions. If we desire a better society, we must be willing to establish better precedents ourselves.
The Precedent We Set in Church
Even in churches, precedents are established every day. Religious leaders, church workers, and ordinary believers all contribute to the example that others observe.
A church leader who preaches humility but refuses correction may teach the congregation that authority should never be questioned. A believer who speaks passionately about forgiveness but remains committed to revenge may confuse others about what Christian values mean in practice. Likewise, a church member who participates in gossip, spreads unverified accusations, or deliberately divides fellow believers may damage relationships while continuing to present an appearance of devotion.
There is a difference between professing good values and practising them. The words we speak may attract attention, but the lives we live reveal whether those words have taken root in us.
Young believers may learn more about Christian conduct by watching how experienced believers handle disagreements than by listening to a sermon about peace. They may understand integrity more clearly when they see a church leader admit a mistake than when they hear repeated messages about honesty.
This does not mean that every mistake made by a religious person should define their entire life. We are human, and we all have areas in which we need to grow. What matters is whether we are willing to acknowledge our failures, correct our behaviour, and demonstrate genuine change.
A wrong precedent can be repeated when people defend misconduct simply because the person responsible holds a respected position. In doing so, they risk teaching the next generation that a person's title matters more than their character.
If we want our churches to become places of spiritual growth, we must establish examples that encourage truth, compassion, accountability, humility, and responsible leadership.
Our faith should not only be heard in our words. It should also be seen in the way we treat people, especially when doing the right thing is inconvenient or when we believe nobody is watching.
Even in churches, precedents are established every day. Religious leaders, church workers, and ordinary believers all contribute to the example that others observe.
A church leader who preaches humility but refuses correction may teach the congregation that authority should never be questioned. A believer who speaks passionately about forgiveness but remains committed to revenge may confuse others about what Christian values mean in practice. Likewise, a church member who participates in gossip, spreads unverified accusations, or deliberately divides fellow believers may damage relationships while continuing to present an appearance of devotion.
There is a difference between professing good values and practising them. The words we speak may attract attention, but the lives we live reveal whether those words have taken root in us.
Young believers may learn more about Christian conduct by watching how experienced believers handle disagreements than by listening to a sermon about peace. They may understand integrity more clearly when they see a church leader admit a mistake than when they hear repeated messages about honesty.
This does not mean that every mistake made by a religious person should define their entire life. We are human, and we all have areas in which we need to grow. What matters is whether we are willing to acknowledge our failures, correct our behaviour, and demonstrate genuine change.
A wrong precedent can be repeated when people defend misconduct simply because the person responsible holds a respected position. In doing so, they risk teaching the next generation that a person's title matters more than their character.
If we want our churches to become places of spiritual growth, we must establish examples that encourage truth, compassion, accountability, humility, and responsible leadership.
Our faith should not only be heard in our words. It should also be seen in the way we treat people, especially when doing the right thing is inconvenient or when we believe nobody is watching.
The Danger of Saying, "That Is How We Have Always Done It"
One reason wrong precedents survive is that people become comfortable with familiar practices. Once a behaviour has been repeated for a long time, challenging it may appear unnecessary or even disrespectful.
A child may be told to behave dishonestly because that is how the family has always conducted its business. A young employee may be encouraged to participate in corruption because refusing would make them appear inexperienced. A church member may be discouraged from reporting misconduct because the person involved has been in leadership for many years.
In each situation, the past is being used to justify the present, even when the practice is harmful. But the past should not become a prison that prevents us from making better decisions. Some traditions preserve wisdom, strengthen relationships, and connect generations. Others may require examination because they promote injustice, division, or unnecessary suffering.
The important question is not simply whether something has been done before. It is whether it is right, fair, beneficial, and consistent with the values we claim to uphold.
In law, a court may distinguish an earlier decision because the facts are different, or a higher court may overturn a precedent under appropriate circumstances. The legal system recognises that earlier decisions matter, but it also has mechanisms for addressing errors and responding to changing circumstances.
We can learn a similar lesson in our personal lives. We do not have to repeat every mistake made by those who came before us. We can acknowledge that a family practice has caused harm and choose a better approach. We can recognise that a workplace culture is unhealthy and begin behaving differently. We can admit that a community norm is unjust and work towards changing it. Sometimes, the most important precedent we can establish is the decision to stop repeating a wrong one.
What Will the Next Generation Learn From You?
When I began reflecting on precedent after reading my grandmother's court case, I was thinking about decisions recorded in legal judgments. Over time, however, the idea led me to a broader question about the influence of one generation on another.
We often think about the legacy we will leave behind in terms of property, money, education, businesses, or achievements. These things are important, but they are not the only things that survive us.
Our habits can survive us through the people who imitate them. Our attitudes can shape how our children treat their own children. Our standards can influence how younger colleagues approach their responsibilities. Our response to conflict can teach others whether disagreements should be resolved through dialogue, intimidation, or revenge.
A person may leave behind considerable wealth but also leave a family that cannot live peacefully together. Another may leave little material property but raise children who value honesty, hard work, compassion, and mutual respect. The difference is not always visible while the person is alive, but it may become clearer as the years pass. This is why we should not wait until we are old to consider the legacy we are building. The precedent we set is being established through our daily choices.
When you make a promise, do you keep it? When you make a mistake, do you accept responsibility? When you have power over someone, do you use it fairly? When you witness wrongdoing, do you challenge it appropriately, or do you remain silent because confronting it may inconvenience you? When you disagree with another person, do you seek a solution or attempt to destroy them? These questions may seem ordinary, but they can reveal the kind of example we are creating.
We must also remember that setting a good precedent does not mean living a perfect life. No one gets everything right. There will be moments when we fail, speak carelessly, make poor decisions, or disappoint those who trust us. What matters is how we respond to those failures.
Do we defend our mistakes at all costs, or do we learn from them? Do we blame everybody else, or do we accept our share of responsibility? Do we repeat the same harmful behaviour, or do we make a deliberate effort to change?
A person who acknowledges a wrong and works to correct it can establish a valuable precedent of accountability. A parent who apologises to a child can teach that authority does not remove the need for humility. A leader who corrects a mistake can demonstrate that integrity is more important than protecting an image.
In this way, even our failures can become opportunities to establish better examples, provided we are willing to learn from them.
What Kind of Precedent Are You Setting?
The story of precedent in law reminds us that decisions made in the past can influence how similar matters are handled in the future. Although the legal meaning of precedent differs from its everyday application, the underlying lesson is worth considering: what we do today can influence what others do tomorrow.
As fathers and mothers, we can establish precedents that strengthen families or contribute to their division. As workers and employers, we can promote responsibility or normalise carelessness. As community members, we can encourage honesty or make dishonesty appear acceptable. As believers, we can demonstrate the values we profess or create confusion through the contradiction between our words and actions.
The choice is not always easy. Doing what is right may cost us an opportunity, expose us to criticism, or require us to challenge practices that others have accepted for years. Nevertheless, we should not allow the fear of being different to prevent us from establishing a better example.
Think about the people who look up to you. Think about your children, your younger relatives, your colleagues, your neighbours, and those who observe you without your knowledge. What are they learning from your decisions? If they copied your habits, adopted your attitude towards money, followed your approach to disagreements, and treated others the way you treat them, what kind of people would they become?
You may never know how far your influence will reach. Someone may remember how you handled a difficult situation long after you have forgotten it yourself. A child may carry a lesson learned from you into adulthood. A colleague may adopt your standards and pass them on to another generation.
You cannot control every decision the people who come after you will make. However, you can take responsibility for the example you give them.
Let us, therefore, be careful about the precedents we establish. Let us create examples worth following, correct the wrongs we inherit, and refuse to defend harmful practices merely because they are familiar.
What kind of precedent are you setting in your family, at your workplace, in your community, in your church, and wherever life places you?
And perhaps the most important question of all is this: If the next generation were to use your life as a reference point for how to live, would you be proud of the example they found?
