During your research, be especially sensitive to pain points. These may be leverage angles that you can use to convince members that you understand their concerns and are the right person to address them.
In the case of formal, established rules, I would generally recommend following them. When you sign up for an organization, you implicitly agree to the formal rules. Use established channels to change them if you feel it is necessary. This may require you to wait until you’ve secured a position of power.
Now that you’ve determined what you want and what the members of the team care about, it’s time to plan your strategy. Think about the alliances you’ll want to make, the mentors you’ll want to attract, and the milestones you’ll want to hit. Consider if there are any requirements for the position you seek and how you can go about fulfilling those requirements. If there are members you need to woo, start building relationships by asking about future plans and discerning likes and dislikes. For each individual you want on your side, build a plan to maximize their success and have them think well of you. Each member joined the organization for a reason, whether it be better job prospects, a social group, or competitive success. You should plan to support their core reason for joining the team. Finally, consider the probability of failure and whether there are other more fruitful avenues that you might pursue as back up plans. Understand that your plan will change based on circumstances but that the process of thinking it through will guide against difficult times.