A Conversation With…
Provost Rhonda Longworth
A Conversation With…
Provost Rhonda Longworth
At a time when the landscape of higher education is shifting rapidly, and demographics, political dynamics, and student needs are all in flux, Eastern Michigan University’s Provost Rhonda Longworth remains committed to the mission. In this conversation, she reflects on how embracing change, taking smart risks, and using data wisely can help EMU weather the challenges and thrive.
Eastern Magazine: In an era of constant change and disruption in higher education, how do you approach decision-making to keep EMU moving forward?
Provost Longworth: First and foremost, you have to embrace change. That’s the nature of higher education. We’re in a field built on questioning, discovery, and teaching the next generation. Trying to stand still for too long goes against that. Even when the change hits close to home, you have to lean into the meaningful work we do. In Academic and Student Affairs, we’ve been engaged in strategic planning for several years, through COVID, demographic changes in Michigan, and shifts in the political climate. All of that reinforces how important it is to stay flexible and forward-looking.
Eastern Magazine: Change can make people anxious. How do you help people across campus stay focused and grounded?
Provost Longworth: You have to stay calm and centered. If you’re in a leadership role and panicking, people will sense it and lose trust. I work hard to manage my own reactions. Some days are better than others, but it’s critical. I try to keep people focused on what we can control. Higher education often reacts to forces beyond our influence, but obsessing over what we can’t change will drive us in circles. Our job as leaders is to create the conditions for others to do their best work, which means disciplined communication and structure. I try to keep expanding how we share information so people understand where we’re headed and why.
Rhonda Longworth has served as EMU’s provost (the university’s chief academic officer) since 2016. In this Q&A, she shares how EMU prepares students for success in a rapidly changing world.
Eastern Magazine: You’ve also spoken passionately about the importance of risk and innovation. How do you encourage people to take bold steps?
Provost Longworth: When you feel like you have much to lose, risk feels scary. It can feel like there’s no margin for error. But we can’t grow if we don’t take some calculated risks. We’ve been working hard to build a culture where that’s possible. That means being intentional, validating ideas with more than just a few voices, and focusing our efforts on areas where we have a clear identity. If you try to do everything, you end up doing nothing well. We’ve built a strong foundation. Now it’s time to take some leaps. That’s the only way we’ll create the future we want.
Eastern Magazine: Let’s talk about AI and innovation in the classroom. What’s EMU’s approach?
Provost Longworth: We have some faculty doing amazing things with AI, creating tools, teaching responsible use, pushing boundaries. Others are more cautious, trying to regulate how students use it. That range is healthy. I try to lay out clear boundaries and let people operate within them. My job isn’t to micromanage; it’s to push and inspire. That’s the environment we want to create here. We also involve staff and alumni, offering workshops, certificates, and other ways to stay current. Innovation isn’t just for faculty. Everyone has a role to play.
Our job as leaders is to create the conditions for others to do their best work, which means disciplined communication and structure. I try to keep expanding how we share information so people understand where we’re headed and why.
Eastern Magazine: How is EMU using data to support student success?
Provost Longworth: We’ve made tremendous progress. Our graduation rates are up, and we’ve seen real gains in student satisfaction thanks to data-driven interventions, like targeted advising. The pandemic pushed us to revisit our assumptions and dig deeper into our data. It also taught us that success breeds confidence. Once you see what’s possible, you’re more willing to keep asking hard questions. We’ve been especially focused on student well-being, which is more complex to measure than ever. Anxiety looks different now. It doesn’t always show up in obvious ways, so we’re learning how to adapt our approach to reflect that.
Eastern Magazine: That kind of work takes time. How do you make sure you can focus on that and not just react to the next emergency?
Provost Longworth: That’s the trick, isn’t it? It’s easy to get caught in the fire-alarm model. Something flares up, you rush in, put it out, and repeat. But you also need time to monitor, to understand patterns, and to look ahead. We’re trying to do both. We’ve built capacity in our division (hiring a communications person to track feedback, creating a faculty associate role to study our environment), and we’re working more closely with K-12 partners to anticipate future needs. You have to invest in structures that let you step back and see the bigger picture.
Eastern Magazine: What keeps you hopeful when the challenges of higher education feel overwhelming?
Provost Longworth: The people. Always the people. I see faculty pouring everything into their teaching, staff finding creative ways to support students, and students navigating so much but still showing up with ambition and resilience. When you focus on what really matters—creating opportunity and helping people transform their lives—it’s easier to keep going, even when it’s hard.
By Darcy Gifford
Photos by T. Rosa Studio