>> businesnewsrom the capital region. this is "washihington business report" " with a abc 7 national correspondent rebecca cooper. >> thank you for joining us for a fresh look at business and finance. coming u up, de-motivators. the peopler things that suck the life out oproductive workplaces. we find out high to rise ave. in our roundtable, a top economist a and biness guy are here to o tackle some of the big is thiheadlines that could affect your bottom line. but first this weekwhen you have a winning formula in business mosost exrts say to keep d doing what you are already doining. toda we talked to one of the restaurant world's most successful c.e.o.'s who took the

opposite approac richard sandoval now stands at the top of the restaurant world. after his s firsrestaurant got rave reviews, stead of opening another one just like it, he deliberately tried something different. new food and fresh atmosphere. nothat the 40-something ef hahas opened 40 restaurants in 25 years, i wanted to know the secret ingredients in his recipe for success. chef richard sandoval, welcome to "washington business report." i hesitate what to call you because you are a chef, but you have now become an empire. we are sitting at mango tree at city center. tick off how large a presence is in the washington area and nationwide. >> iwashington, we have seven restaurants. when i came to d.c., herb miller brought me here 10 years ago. built one after another.

today the city we have the most restaurants in is d.c. around the world, we have 40 restaurants pay we are in 12 countries. dubai buy, tokyo, hong kong, mexico and most in the u.s. >> your father was a restauranteur. do you think you got your business sense from him or your bank or grandfather? >> it was my absolute -- absolutely my father. he was a restauranteur. his partner was a chef. he was a disciplined businessman. he always taught me how important was to have a balance sheet. inin today's world, a lot of chefs anand restaurateurs fail because they do not understand the business side. you can have a packed restaurant and be losing money if you don't understand the numbers. to make decisions, you have to havenformation. if y don't have information you cannot make decisions. i was fortunate my father

instilled the business side into me. that is what has made me successful i think. >> what was your first big breakthrough in terms of landing a job that helped you make your name as a chef? >> after working for my father for two years, i decided to go to school in new york. in the weekends, i worked in the city. i wanted to leave mexico and start my own thing. and moved to new york city and opened my fit reststaurant 21 years ago. my first real breakak came when i opened the first two star mexican restaurant in new york city. after the wonderful review business skyrocketed. >> "the w york times" restaurant critic was very stingy with her stars. >> she was very tough. >> very discerning. >> a great critic. >> what sets you apart? there are probably more mexican restaurants in new york than anything else. how do you make yours stand apart? you decided to go more upscale.

>> i think people are seeing mexican food is more tex-mex. there was no differentiation. all of the great cuisine evolved for the last 30 years from what people thought was italian food to the fine dining alias. french evolved to modern and what it is today. mexican state stagnant. when it went to new york, i went to the top mican restaurant. it was not what i grew up eating in mexico. it was important to showcase my culture, not just the food. i built this restaurant. i hired a friend of mine who had a beautiful hacienda and said, can you put your house in manhattan? he took his house and art. was my first break. >> to be the first is always a risk. did it make you nervous? are you a natural born this taker? >> i tnk i am an adrenaline

junkie. i love the adrenaline rush. i am definitely a risk taker.. i love to take chances, measured chances. i do my research to understand what i wildo. the hard thingas the firstst reviews were not very good because people did not understand. people were saying, why should we go to maya and spend $50 when we can't go to margaritaville and spend $12? it was challenging. finally, i found a formula to explain it to the press saying compare me to a great italian or french. i'm using the sa sea bass. instead of thyme i use cilantro. once they understood andere comparing apples to apples, that

is when everything took off. >> the other thing people are perplexed by wityour success is you build a successful restaurant. insteaead of replicating it all over the country and having one in vegas you do that some, of you also keep trying -- but you also keep trying new csines and destinations. why not replicate success? like take a chance on a new type of food -- why take a chance on a new type of fd? >> you want to learn about different cuisines and cultures. if i had done the cookie-cutter concept, i probably would have done much better. maybe i would have sold the company could you never know. i'm not that kind of guy. i like to take chances. >> you would rather cook then have a private airplane. >> exactly, absolutely. >> one thing that has been a guarantee in business is to make

the most of t.v. opportunities and be on every chef reality show. why do you not do more of that if it can raise your profile? >> different from a lot of chefs, i own my company si do the day to day. a lot of chefs are the front of the company but have a partner running the day to day. i am involved in every space hotel deal. i and limited timewise -- i am limited timewise. last year, i flew 250,000 miles. i am getting tired. >> are you going to take time to enjoy it all right now? are you already on to the next project? >> this year, i hoping another -- opening ather six restaurants. if they make me an offer i cannot refuse, i will contininue to go. i am at a poinwhere i need to slowown. i have been doing this 25 years.

40 restaurants in 25 years is tremendous. it is a huge amount of restaunts. i am 47 years old, but in restaurant years, i am about 80. [laughter] >> richard sandoval, thank you for joining us on "washington business repor" heas had several big-name restaurants in washington. now he is heading up mangogo tree as a joint venture. we will see how that goes as well. when we return, de-motivators in the workplalace. we t take onon the downers that leave you less productive and annoyed next on "washi"wngton business report."

>> m be it is useless meetinings that achchieve nothing.

maybe it is ople t that hit "reply all" when they y should just reply to the sder. what is your workplaceap p? whatever it is chances are it is buggi you because it is frtrating and demotitivati. joining us to talk about motivation kilrs ione ofof the most motivating people we know, mary abbajay of cacareerststone group. this is a great topic. we all have them, pet peeves. had people that drove me nut one guy would watch "the cosby show" at hisesk in theest of us were on deadline. another onwas dmouthing everybody around him. i just med my desk to o a ietecorn of the newsroom. boss did not want me to. be thought i wouldld be ss productive. i was morore productive when i got awayay from m the irritas. that may not have bn the best solutition. you have some. readers tocity -- reduced

toxity. >> you have got to be on t lookout fofor toxiceople. it only takes one or twof em. they spread d negativity a and ill will. they will demotivate your staff. get rid of the toxic people. >> a lot of tis, they are the stars in terms of other metrics. if that does not happen, you say revert to number two. learn an grow. i i did not do that. i just med. how can yolearn and grow from negative situations? >> you can develop mechanisms for defefense and comompanies -- hoping. learning and growings what the company should be doing for you. if you are not providing that envivironment, you willl be demotivating them. give them owth opportutunities. >> t to tune out the distractions. >> stay focused. tune out the distractions.

lp your people understand where they are going, what is the big visionon. not providing vision will alloww distraction toome in. >> what do you mean by value time? >> meetings. think about time wasters. >> here is the problem. i am one of the few people who enjoy meings. i like the chance for everyone to get together and d talk. i am one of the reasons s meetings go too long. >> you arehe mivator. [laughr] you are e key motivator -- the motivator -- demotivato stop it. >> i call in and keep it shorter. [laughghter] numbmber five,cation. >> not giving people enough communication or communicating enough c can be demotitivating. when you don't communicate wt is expected were peoeople don't knknow what everybody is doingt

can be very demotivating. >> iotally agree. this is where women managers often, i will beender stereotyping but i think women managers are much better communicating to the team whatat is expected. male managers kind of have an attitude of need to o know basis and you feel left out of the bigger goals. > extroverts do this better than introverts becae they are used to communicating. >> engage employees, that is obvious. you say it is important to do. is say after you engage the employee, sasay thank you. >> w we don't do enough appreciation. he shod be showing appreciation. money goes only so far. if you are letting you employees s known a reregular basis, i appreciate it, good job, that go far to keeping people motivivated.. >> i totally agrgree. i hahad a boss i loved. that he felt that he compmented you or he said thanyou, you would asksk for a

raise. i told him i thought it was thee opsite. of you cannot pay more mon you thank them more often. >> you were right. >> thank you. >> i will send him a link to today's show. thank you, mary abbajay. numb eight, lead affecectively. easier said than done. >> we have talked about this before. we raise people into leadership and management baseded on technical skills, not managemement skskills. you have to be a good manager andeade this means providing a climate where your p people can do the best they can. motivate them. but involves gettingng input from your staff, making them feel part of the team. it is the lear's responsib to engage the staff. >> you are awesome>>. i will say to people that find other people annoying, deal l with it. >> put your big boy pas on. > thanks so much. y'rere always the best.

when our round table gets started, our experts will talk about the cost of cold weather immigration, and much more after the break. we live in a pick and choose world. choose, choose, choose. but at bedtime? ...why settle for this? enter sleep number, and the ultimate sleep number event, going on now. sleepiq technology tells you how well you slept and what adjustments you can make.

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>> welcomeme back. it is time f for t roundtable. business is still the brunt of the big snowstm that caud much of washington to shut downn for a snow day. the white hohouse. the brunt of a federal judge who said not so fast when it comes to executive orders on immigration. is wk, critics say it is time to call a ce red for obamacacare. while there are new signs of

life in washington thanks to a a well-known local company giving birth to new ventures. here to talk about some of the cap stories in business news the week of the arctic feze, steven overly who covers tech business for "the washinington post." and diana furchtgott-roth manhattan institutute fellow, and former chief e economimist at the depament of labor. welcome to you both. i hahave had friends in the business world asked me how to gauge lolost productivity on things like snoways. >> macacro economic advirs say g.d.p. wasas 1.4 perceage ints lower in the first quarter than it would have been otherwise. it was actually negative g.d.p. ththis time last year. attributed te cold weather exactly. it is not good news. this quarter, they are forecasting 2.7 gp growth -- g.d.p. growth. if it is the s same as last year itill go to 1.3.

>> no way y to recoup ththe losses. yoyou sathe good news is theree are someashington companies wh weather the ticket to their success. >> when a lot of folks werere sh do, we have a company in our rd called earth networks that was busier than ever. to have the largest network of weather centers in the world. they are pulling in the use of data points from across the globe. everyone was interested in the snowstorms in the mid-atlantic. they also advised a lot of businesses on whether they should shut down whether it was safefe employees to come into the office. > if you'reilling to plow or shovel, business is good. the pizza delivery businesess is up, going out to eat not so great. >> when you said wcould not recoup, the second quarter we often do. construction projects are put on hold. and you find there are more in the second quarter.

ople do not shop in the first quarter, they do in ththe second quarte >> it makeup for lost time. >> it can. rate. -- great. let's turn to thimmiation front. president obama taken to task b by a federal judgdge in texas saying he did not follow the right procedure's putting into place executive orders trying to me it harder to deport some illegal immigrants. what does this mean to labor economists? >> president obama did not exactly issue a n executive order pretty got the departmt of homeland security to issue a guidance. the judge said they dinot put out a nice for comnt. this guidance mimight adversely affect states. if they had more undocumeed rkers, they might have higher costs. >> the justice department has indicated they wilill not try to get a stay on the ruling. ey will adhere to it and not makehe changes in deportation.

what is the lolong-term outlook for businesses? >> the long-term outlo is undocumented workers will still be undocumented until they work this o out. what we need is congress to pass some kind of iigration reform. there are a lot of bills in the house and sena. they need to pass s something and send ito president obama becacause neemore legal ways for peop to come into the country, of unskilleled workers and skilled workers. >> we will keep our nger crosossed. what are you hearing from businesses? >> we often talk about immigration reform as a monolithic thing. it is a lot of complplex challenges. covering the tech commity, the tech indusustry is interested in high skilled immigrants.those ththat come to the country to get advanced grees in engineering anand science that they want to employ inheir companies. >> the nexsteve jobs may be among the dreame president obama is focusing o on.

a nt them to come here. >> back and the graduate students whoho may graduate -- that and the graduate students who may start their ow coanies. ththey will go back to theirir own countries opposed to the states where they could d create jobs andeliver an economic imct. >> they are focusing at a higher level than the kids we are talking about. that divide is e of the big issusues in n passing comprehensive immigration reform. >>he whihite house alslso had to say this week they will give a pass to some peopland given extensioon tax filings because of probls with obamacarere. there is auch bigger deadlinine oming. thats thsupreme court case being heard in march. you have written about this ying what eds happen from an economists point of view. what do you see as mt important. > the supre court might deci subsidies are not legal.

cocongress needs to pass some kind of law to save people can keep the subsidies they alreadyave and extend the subsidies through 2015. at the same time, put in place an option for the states which i call heaealth check. th would give states the bubucket o of money so they could devise other ways of helping their residents. it is imrtant not to let people be left out in the cold, especially i in the bad weather. >> steven overly, you have a good read today about how lingsocial has given birth to several new ventures in the washington area. i highly recommend it to our viewewers. always good have you on the show. thk you both for being here on "wasngton n business report." we will be right back.

> tnks for joing us. you canook at all of shows by going to ouour webse. and you can follow us facecebook a and twitter.. let us you know what you thinof richard sandoval's staurants w washington.

>> this week on government

matters. he has been cacalled mr. fix-it. the gsa administrator. >> could have done somof the services they gave to thd parties. >> why exactly were dozens of new parties on healthcare.gov? it could be lazy design. the technology will of tsa's pre-chk program just hit a bumpmp in the road. government matters starts right now. a >> from abc 7 and news channel eight, this is government matters. >> to our viewers around the world on the american forces network and here in the nation's capital, thank you for joining