The Interview With Mike Smith

MS: Your job is to go get another job. Here in Washington, networking and person-to-person communication remain essential. I had lunch today with a veteran political video journalist who survived three rounds of layoffs but did not survive the latest one, when 300 journalists were let go in a single day.When it comes to mentoring and asking for help, she told me she’s a little shy. But this is not the time to be shy. You have to ask for the job. If someone doesn’t have an opening, ask who they know who might be hiring. If you want to be a journalist, be a journalist. Find sources. Dig deeper. Ask again. Don’t take “no” as the final answer.

JM: As we pivot to our theme of mentoring, you’ve had an extraordinary career across public affairs, crisis communications, government service, and higher education. When you look back, what moments—or people—most shaped how you think about mentorship today?

MS: I’ve been fortunate to have remarkable mentors throughout my career. I started at Dow Chemical in its communicator development program right after graduating from Northwestern. From there, I moved on to Burson Marsteller, the National Association of Manufacturers, Edelman, Havas, and, later, Yes & Agency, where I sold my ESG practice.

My most influential mentor was Mike Deaver, who served as a senior advisor and communications strategist to Ronald Reagan. I also greatly admired Jerry Jasinowski, former Assistant Secretary of Commerce, who led the National Association of Manufacturers during my time there. These leaders shaped not just my professional trajectory, but my understanding of responsibility.

JM: You’ve often spoken about the importance of “paying it forward.” What does that mean to you in practice? 

MS: Those of us in marketing, PR, and communications have a responsibility to future generations. I enjoy supporting students at Georgetown, American University, George Mason, and PRSSA (Public Relations Students Society of America) chapters. College networking groups and service organizations are critical training grounds. Giving back isn’t abstract—it’s active involvement. 

JM: Was there a moment when you realized mentoring wasn’t just something you benefited from, but something you felt responsible for doing yourself?

MS: That realization came at Mike Deaver’s funeral at the Washington National Cathedral in 2007. On one side sat half of official Washington. On the other were men and women from Clean and Sober Streets, a residential substance-abuse recovery program he supported.

Everyone sang “Amazing Grace.” In that moment, I saw what service really looked like. Here was a leading policy strategist who still found time to work in a soup kitchen and support recovery programs. I realized we can all do more beyond our careers. We can all serve in ways that extend beyond our titles.

JM: In your experience, what do young professionals misunderstand most about mentorship—and what do seasoned leaders sometimes get wrong?

MS: Many young professionals are hesitant to ask for help. Social media can create isolation, and traditional networking skills sometimes lag behind. In our early careers, we were constantly meeting people, exchanging business cards, building relationships. That muscle needs to be exercised. Seasoned professionals may assume networking is intuitive. It isn’t. We have to model it and guide young professionals through it.

JM: Speaking of networking, what are three must-have skills—and three common mistakes?

MS: Must-haves: Be gracious and friendly. Table manners still matter. People remember how you behave. Second, exchange contact information immediately—connect on LinkedIn. Third, remember it’s a two-way street. Ask yourself: What can I do for this person? As for mistakes: lack of transparency, unclear intentions, and ignoring safety considerations. Young professionals are understandably cautious today. Mentorship should be permission-based and mutually supportive. 

JM: As a member of the National Press Club’s Board of Governors, how do you see the Club’s role in shaping civic dialogue in Washington?

MS: The National Press Club has been central to my civic and professional life for over 33 years. What makes it unique is its balance—roughly 1,500 journalists and 1,500 communications professionals.

That synergy between working press and communicators is powerful. The Club offers meaningful mentorship opportunities and supports young professionals entering the field. It’s where public policy and media intersect—and that intersection shapes civic dialogue.

JM: You founded Medill Mentors at Northwestern University. What gap were you trying to address?

MS: The Medill School has over 1,000 alumni in the D.C. area and 18,000 globally. Its Washington bureau is located inside the Washington Post building. Students gain tremendous reporting experience—but many arrive without a professional network.

As a former Washington semester student myself, I understood that challenge. Medill Mentors became a matching service connecting students with alumni. It’s been running every quarter for more than 20 years.

JM: What has surprised you most about its impact? 

MS: The relationships endure. One of my mentees, Katie Rogers, is now a White House reporter for The New York Times. Others, like Julia Benbrook at CNN, have built strong careers. The most rewarding part is staying connected. 

JM: You’ve worked at the highest levels during national crises. How has that shaped your mentoring?

MS: I volunteered at the Pentagon immediately after 9/11, working with families who lost loved ones. Later, with the American Red Cross rapid response team, we flew toward hurricanes—Virginia, Florida, Texas—helping communities navigate crisis. In those first 72 hours—the “golden hours”—truth and calm are everything. In crisis communications, you must tell the truth and tell it first. That steady, mission-based mindset is something I try to instill in young professionals. 

JM: How do mentorship and service intersect in Washington?

MS: Mentorship is service. If we want our profession to maintain excellence and ethics, senior leaders must invest time in cultivating the next generation.

I began in journalism before moving into PR, so I feel connected to both communities. Even today, I’m meeting with journalists navigating career transitions. Maintaining media relationships still matters—even in the age of artificial intelligence.

JM: What advice would you give someone early in their career who wants to succeed and give back?

MS: Volunteer. Find what you love. Find a mission-driven organization that matters to you and use your communications skills for the greater good.

JM: On a lighter note, what are you reading?

MS: I’m reading Governor Josh Shapiro’s book Where We Keep the Light. I’m also reading Original Sin by Jake Tapper. And I regularly read Arthur C. Brooks—especially his book Strengths to Strengths, which explores how we convert early-career success into later-life wisdom. 

JM: Thank you, Mike, for sharing your time and insights.

To learn more about Mike Smith’s work:

Greensmith Public Relations: www.greensmithpr.com

MSBD, Inc. (Investor Relations): www.msbdinc.com