How did you get into the drinks industry and why?
Before I joined the drinks industry 23 years ago, I was working in management consultancy, which I was not enjoying, and was looking to do something completely different. I came across a finance analyst position at SouthCorp Wines, which later became Treasury Wine Estates (TWE). As a wine-lover I was curious.
So, I joined on a six-month contract and ended up staying at the company for 19 years, progressing through several senior roles to managing director EMEA.
Now, as chief executive of the WSET I’m using my experience in the commercial sector in a different way. It’s a privilege to be leading an organisation that can make such a difference in people’s lives through education.
Bringing people together and giving them the chance to learn and grow through training is a big part of what attrated Michelle Brampton to the chief executive role at WSET
I love working in the drinks industry. Creating drinks, whether making wine, brewing beer or distilling spirits is a craft. From the outset I’ve always been inspired by the passion, creativity and skill of people working in the industry and that continues to keep me here today.
How would you describe your style of management?
My management style is inclusive and collaborative. I trained as a neuro-linguistic programming coach, which centres on listening and asking questions – both important skills in any good leader. I’m interested in psychology and curious about people generally. Knowing more about how people think, what they value and believe is important in trying to understand them and their motivations, to include them and respect their individuality.
Bringing people together and supporting them to work with a shared sense of purpose is something I find very fulfilling. As well as being highly beneficial for any organisation, it’s also very rewarding for its people. I’ve seen this unity in action at WSET in many different ways as we work to improve our service and products.
What is your approach to managing and motivating people?
The most successful businesses have a clear sense of purpose and vision which everyone understands. Having that clarity from the outset and communicating that at all levels of the organisation is critical when managing and motivating people. Clarity is also important in terms of people’s individual roles, so it’s about setting clear goals and highlighting how these relate to the organisation’s strategic objectives and purpose. It’s also really important that people feel a sense of belonging in an organisation. This is something that we work continually on at WSET by creating a more inclusive and collaborative culture.
And it’s important to have fun along the way. We make time for social events and celebrations throughout the year. This includes internal tasting events and the occasional sports event too.
How do you retain good talent?
I think a big part of retaining good talent is about empowering people to do their work the way they want to (within parameters), creating good learning and development opportunities, whether encouraging them to take on new projects, or to learn new skills and creating a culture where everyone can thrive - being a great company that is great to work for, and with.
One of the new initiative Michelle Brampton has introduced at WSET is a new residential course aimed at the next generation of business leaders - the new Impact in Wine programme
This is something at WSET we take great pride in, though both our culture and our employee benefits package.
How do you deal with unmotivated, or non-performing members of your team?
Firstly, I think it’s really important to understand the full picture of what is going on. Listen to them and talk things through. Then, to ask questions and probe a bit deeper to find out what needs to change.
Performance-related issues can be due to many factors, including beyond the workplace, so managers need to take a holistic view. For example, a sudden change in someone’s personal circumstances, such as a bereavement, or increased caring responsibilities for children, or ageing parents, which could affect their performance. Once you have a better understanding of what is going on, you can explore what support may be needed and how you can work together to resolve the issue.
Ultimately, if people feel their work has a tangible purpose, they are more likely to stay engaged and motivated. At WSET we talk about our purpose “empowering people through inspiring learning experiences” often.
How has the role of business leader changed?
Over the last 20 years, the role of business leader has evolved from a more traditional ‘command and control’ model to one that is empowering and inclusive – with people first, especially driven by changes that impacted working life during the Covid pandemic.
I think there is generally a greater appreciation of the value of building teams, collaborating, supporting and empowering people and building inclusive cultures. In the workplace they benefit everyone and are fundamental to building a healthy organisation.
The WSET works with pub and bar groups across the country - like here at the Alchemist part of Living Ventures - to help train and support their staff and help them grow as individuals
Have you had business mentors in your career and what have you learnt most from them?
While I've not had any formal mentors, I've been fortunate to have received huge support from both male and female sponsors during my career.
At TWE, I benefited from many supportive colleagues who gave me good advice at times when I had big decisions to make in my career, or who encouraged me to be brave and take an opportunity. I was lucky to have key senior people to encourage and coach me at the right times, to boost my confidence. It’s why I’m passionate about the value of mentoring and why I do this for others today.
I have also had a couple of excellent coaches, part of the reason I wanted to learn this skill myself.
If you have a problem in a business what are the steps you put in place to try and solve it? Can you give an example?
Firstly, it’s important to get the right people together to tackle the problem – those who can help clarify what the problem is, as well as those who can help solve it. Also, make sure there is a leader for the group involved. Having clear ownership is critical otherwise it can be difficult to hold people accountable for delivering agreed actions.
I’m always amazed how easy it can be to do things when the right people are working together. For example, at WSET we’re in the middle of a major project to make our exam processes simpler and more efficient. The notable successes we’ve achieved to date for this project are due to the effective cross-team working for this project. This has involved exams operations, IT and communications working together effectively to implement key changes and communicate these effectively to our stakeholders.
Who do you admire in the drinks business and why?
Michelle Brampton is a big admirer of what Laura Catena has been able to achieve beyond her role as a wine producer
I greatly admire WSET’s honorary president Dr Laura Catena, a medical doctor and a fourth-generation Argentinian vintner who is managing director of Catena Zapata in Mendoza. She has been hugely influential in bringing her skills and experience in the world of wine to a much wider audience far beyond her own business, including through WSET’s in-person and virtual events on a range of topics, such as moderate wine consumption and sustainability.
What is it that gets you out of bed in the morning in running a business?
I’m very passionate about WSET’s purpose, which is to “empower people through inspiring learning experiences all over the world”. That is what drives and motivates me. I’m always interested in the stories of our students who share the impact our qualifications have had on their lives - whether enabling them to progress in the drinks industry, or increase their knowledge of wine and other drinks for pleasure. I find them very inspiring.
The fact the WSET is helping people around the world grow and come together through wine is a strong motivating factor for Michelle Brampton
I’m very focused on how, as an organisation, WSET keeps improving what we do, to make things work better for everyone – whether that’s our employees or those we work with, including our course providers, students and partners. That continuous drive for excellence and seeing the wider impact of the work we do, keeps me energised.
What are you doing personally to improve your skills as a business leader to keep up?
Apart from reading lots of articles on LinkedIn! there are two main ways I try to improve my skills and knowledge.
I’m part of a peer advisory network for chief executives from acrossdifferent sectors. Each month one of our members presents a business issue and other members of the group question them and offer advice. We also have insightful and thought-provoking guest speakers.
When I have a specific business issue, my go-to resource is the Harvard Business Review.
Favourite business book and why?
My favourite business book is The Advantage: Why Organisational Health Trumps Everything Else in Business by Patrick Lencioni. He makes a very clear argument for how successful companies are run, namely by building a cohesive leadership team, creating clarity, communicating clarity and reinforcing this.
I read this book when I first started at WSET and it made so much sense to me. The theory is simple – the reality is, of course, more challenging and takes time. I’ve built this approach into the work we've been doing at WSET to transform our organisational culture. It’s made a big difference to the way we work together.
* You can read more about what the WSET does at its website here.
