EFFECT OF SRI ON INVESTMENT RETURNS The number 1 question that most people ask about SRI is, “What effects will this have on my investment returns?” Evidence points towards no impact to a slight positive return bias, when compared to non-screened benchmarks. For example, the Domini Social Index was established in 1990, and it screens companies according to a number of social and environmental criteria. Since inception, this in- dex averaged 11.17 per cent, per year, while the S&P500 averaged 10.66 per cent (as of January 31, 2008). Could it be true that companies with better environ- mental policies and more effective employee programs have more efficient workforces and are less likely to be the subject of negative press and lawsuits and thus, generate higher returns for their shareholders? Whatever the future fi nancial returns, many SRI investors appreciate that they are also able to get a good social return on their money. Socially responsible investors effectively have a triple bot- tom line when it comes to their investments: financial, en- vironmental and social returns, as these all weigh into their investment decisions. If you have never thought about investing in this man- ner, or have a current portfolio that you believe may be inconsistent with your views on a number of social, ethical or environmental issues, you should discuss your views with an investment advisor. Rest assured, you will not be alone in your efforts to use your investments to shape the future. • ‘Likeable’ Leadership Continued from Page 26 Likeable leaders hold performance reviews and set goals with their staff. CHAs support, work, and drive practices to meet targets and goals. The doctors must do the same for CHAs. Performance reviews are meant as both a goal-setting and a performance management exercise. Likeable leaders do not “yeah, but” their staff mem- bers. Instead, they encourage feedback about the prac- tice, as well as themselves. Likeable leaders are clear and consistent with expectations within the practice. Incon- sistency with expectations forces staff to be on a con- stant “vigil” as to what is going to happen next. They cannot focus on the NOW, when they are on this “vigil.” Likeable leaders provide stability in the practice, so staff can focus on the present task, or person, at hand. Leaders strike a fi ne balance between “likeability” and “being liked.” This balance is not simple, but, merely, essential. Chiropractic health assistants do not show up every day in practices across Canada because they need friendship from their doctors. CHAs show up to make a difference in the lives of the patients they touch as well as support the doctors in the vision both for the practice and for chiropractic. • www.canadianchiropractor.ca CANADIAN CHIROPRACTOR | MAY 2008 • 31
Chiropractic + Naturopathic Doctor May 08: Page 31
