Does anybody else feel like their market relevancy errodes as they climb the partnership ranks? I've been talking with a number of partners at multiple stratas to understand their views as I prepare

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You need to be able to do both.

Being a partner means staying relevant to the partnership for the duration of your career; if whatever it is you do today no longer exists in 10 years, you have to evolve. You have to make time for learning and flexibility.

Internal dynamics as you put it, although frustrating at times, are important too. We have to evolve and grow internally, and we are a partnership- many equals with a few higher ups. Working effectively with your peers is challenging at times; those that do it well, do great things for clients and the firm generally.

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CONT to get promoted this year, and some of them have complained that they are getting better at managing internal dynamics (e.g. structuring deals, working firm-specific processes) rather than developing market / industry-relevant skills.

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I joined from industry and oddly lately I feel this is killing my creativity

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