Business
Building a Successful Business Online: Tips by CEO of Clonefluence, Justin Grome

Financial independence, being your own boss and having the creative freedom to bring your ideas to life, these are only some of the countless advantages of running your own business. But, as they say, nothing worth having comes easy and this stands true for entrepreneurship as well. Building a business can be tough, specifically in today’s era of digital technology. The world has shifted online and thus having a strong online presence is vital to ensure the success of any business.
When it comes to building a successful business online, having a mentor who can guide you through the confusing process of reaching the top serves as a blessing and who could be a better mentor than Justin Grome, the CEO of the leading marketing and social media agency, Clonefluence.
Being one of the youngest successful serial entrepreneurs, Justin Grome is only 21 years old and runs one of the most successful businesses online, Clonefluence. Justin had always been a multi-tasker and by the age of 11 was a professional photographer as well as an iOS developer. By the time Justin turned 13, he had acquired the skill of online marketing and had become well versed with the importance of utilizing social media for the purpose of brand and business growth.
To put his acquired skills to use and to bridge the existing gap between customers and the services provided by businesses, he set up Clonefluence in 2017. Clonefluence managed to become a big name in a short span of time. Till date the company has worked and collaborated with businesses like Walmart and NFL and renowned artists like Kendrick Lamar.
To give you a headstart and assist you in the process of taking your business to the next level, we’re here with some tips from the man himself, Justin Grome, the CEO of Clonefluence.
- Understanding social media is key
“Perhaps the biggest mistake many online businesses make is neglecting the importance of social media,” says Justin. According to the online business guru, it is practically impossible to grow an online business without a good social media presence. He thinks that as an online business, you’ve got to be everywhere and use all of the present social media outlets, so people are constantly reminded of your presence. Understanding how social media works and then putting that understanding to use is one thing that helped him grow his business tremendously, Justin states.
- Keep up with the technological trends
According to Justin, if your business is based online, being up to date with the latest technological trends is the life line for your business. It is important to be at the top of your game and adapt to the changes as they come, or else your business will become irrelevant after a certain period of time. Justin ensures that the Clonefluence team is always updated on the latest tech trends, which is how the company manages to stay at the top.
- Focus on building relations
The Clonefluence team focuses on building trust based relationships with its customers. Justin Grome is of the opinion that at the end of the day, it’s the person at the other end of the screen who plays the biggest role in turning your business into a success. That is why it is vital to ensure that the clients know they can trust your abilities and the services you provide. Building and sustaining relations is something that has helped Justin’s company build a reputation for itself. He has worked with some pretty big names and every client has been satisfied with the services provided by Clonefluence.
By applying these tips to your online business, you can turn it into a success story, just like Clonefluence!
Business
The Ultimate Guide to the Essential Social Skills in Business

Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).
Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.
In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.
According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.
There are several key components of EQ that are particularly important for success in the workplace. These include:
Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.
Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.
Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.
Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.
Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.
A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.
Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.
And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.
In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.
References:
Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.
Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.
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