Actually, take a look at it, it's not quite "strategies to secure promotion", but a list of desireable work attitude and ethics of one being part of the organisation:
- Be the best you can be
- Fill the gaps
- Ask for more
- Find a mentor
- Create your own niche
- Know your own value
- Be sensitive to office politics
- Embrace change
- If at first you don't succeed
The greatest assumption is the alignment of one's goals, beliefs and values with the organisation's. It' is one important (and critical) element in the entire equation. If one joins the organisation with the 'ulterior motive' of just climbing up the leadership ladder, and hence 'forcing' oneself to reframe from one's beliefs (especially if it's very different from one's), life is going to be miserable... and of course, when things don't work out the way one hopes to see, then, be prepared to face the situation because of one's choice, rather than shifting the blame to others. That's going to be extremely miserable.
"Asking for more" is one thing that we need to be cautious of. Remember size of our 'plate' is limited. Do not be too greedy such that one (grabs) the best of every opportunity, yet the outcome of all the tasks are mediocre, or when one could not perform or give quality outputs, it reflects badly on one, too! It does more harm than expected. Pace ourselves and take time. Of course, I also came across human beings who take on anything that comes along and 'arrow' them to others. That's not the kind of leadership that organisations look for... So, one needs to know when is the right time to delegate, or when is the time to get the hands dirty, too. Those who move up the leadership ladder are leaders, not coordinators; though both have a common element of "accountability" or "responsibility".
The elaboration under "mentor" - well, when the 'connection' is well-utilised, of course, it would generate opportunities. It was linked to the "Network" - Basically, it's about making connections and work on relationships so as to 'board' an 'express train' to success? However, in the true spirit of mentor-ship, it's certainly not that case. One should look into developing oneself, rather than for the sake of addressing to the 'hunger of power and authority' (which is often the eventual goal for many).
"Know your value" requires one to have a fair assessment on oneself, and also to take into consideration the context that they work (the environment). A "tip top" performer in a laid-back organisation could be a "nobody" or "just an average" performer in another organisation. So, one needs to be able 'truthful' to oneself, rather than remain as the 'frog of the well', and start to wonder why one is not being 'valued'? Only with a realistic mindset then one would be able to decide how much more effort is needed and what else needed to be done in order to make the desired progress one hopes to achieve.