I find #2 and #3 more relevant the higher you move in the hierarchy. For #3, to me it's about how well you can move up levels of abstraction: If you are working on features, can you develop a product-level view? If you are working on products, can you develop a portfolio-level view? A company-level view? Each level up has less to do with engineering and more to do with finances, marketing, company resources, and cross team collaboration than before. It's not easy to see two levels above you. However, relating to point #2 in the article, you have to show that you are able to think and work at the level above you if you want to be promoted. If you have tunnel vision and can't expand your point of view to encompass the larger picture, you're not going to be promoted. This assumes that we are talking about promotions that include more responsibility as opposed to merely a change in title or more salary.
