Numbers 1:53 NIV
The Levites, however, are to set up their tents around the tabernacle of the covenant law so that my wrath will not fall on the Israelite community. The Levites are to be responsible for the care of the tabernacle of the covenant law.”
February 2025
Dear friends,
In the Philippines, there’s a saying: “Ang pag-sisisi ay nasa huli. (Regret comes in the end.)” But what if we could anticipate the things we’ll regret before they even happen?
Regret is a powerful motivator. It compels people to change their lives and redirect their paths. What’s interesting is how many people say they would do anything to undo the consequences of their actions. Anything. This is true across different areas of life. When people experience broken families due to inappropriate relationships, they often wish they had never even started talking to the other person. In finances, those who regret their decisions express how they wish they had made better choices. In careers, looking back, they question whether all the sacrifice and time invested was truly worth it.
Regret often comes only after the fact, when the damage is already done. In the moment of decision, the wiser choice seems extreme or too difficult. We don’t see how our actions could ultimately hinder our long-term goals.
Leaders guide others toward a destination. However, it’s crucial to recognize that there will always be threats, obstacles, and challenges that try to block or derail our progress.
To overcome these, leaders must take a proactive stance against these threats. They need to protect what has been entrusted to them.
This is a tough challenge, but our own experiences with regret remind us of its importance.
Regret typically shows up when it’s too late—when we’re already paying the price for our actions. But what if we could place “regret” first, preventing the consequences before they occur? What if we could set up guardrails that protect us from “falling off the edge”? What if we could establish boundaries so vast that, even if we overstep, we’d still be far enough from disaster to avoid regret?
Moses and Aaron took a census of the twelve leaders of Israel, along with all the Israelites who were able to serve in the army (Numbers 1:45). They established armies to defend against external threats.
But interestingly, “the Levites, however, are to set up their tents around the tabernacle of the covenant law so that my wrath will not fall on the Israelite community. The Levites are to be responsible for the care of the tabernacle of the covenant law” (Numbers 1:53).
Israel didn’t just set up armies for protection against external threats—they also created internal security. They positioned the Levites around the tabernacle, forming a boundary to protect it from defilement. This proactive measure safeguarded both against external and internal threats.
And this wasn’t just any threat; it was a threat against the very holiness of God.
That’s what leaders do—they protect against threats.
Is it legalistic? Is it extreme? When we understand the cost of crossing boundaries, those guardrails will seem not extreme but wise.
The problem is, we don’t always recognize when compromise happens. We don’t know when we’ve made the wrong turn until it’s too late.
We can see the destructive paths that others are on, but it’s harder to see our own. However, we can set up guardrails—boundaries that sound an alarm when we are heading toward potential regret.
Establish fences, boundaries, and alarm systems that alert you when you’re approaching a point where regret could follow. Set them far enough from the mistake that when you cross them, the consequences are still avoidable.
It may feel like an extreme precaution, but remember, when people experience regret, they’d do anything—take extreme actions—to avoid the consequences. Looking back, that extreme action is not extreme at all—it’s simply wise.
God is holy. As His followers, we are called to be holy as well. It’s a daunting responsibility, but setting up guardrails is not only possible—it’s necessary, especially when considering the consequences of failing to do so.
Dr. Carlo Zaragosa
IGSL Operations Director