Many people do focus on strategies of life for which some other persons than themselves are better prepared. For you, master your own distinctive competence - that particular combination of your personal strengths that enable you to perform whatever tasks you face effectively. Such strengths are what persons of lesser competence than you don’t possess and cause them to have trouble attaining your standards in the relevant tasks.
It is useful that you understand your distinctive competence to build your strengths on. It is also an error to underestimate the value of your own distinctive competence while becoming fixated on those of others that they too employ in attaining their own tasks with impressive difference. For example, suppose someone is excellent in selling things, but you are clearly excellent in innovating things with less efforts or at a low cost. You should worry less at the selling competence, but rather focus and spend much of your time on exploiting the advantage of your innovation capability. If you were to focus on selling, you would be adopting a strategy of life for which you already know someone else was better prepared.
Same with business organizations and their distinctive competences, which are the particular combinations of their respective internal strengths that enable them to compete effectively. For example, a big part of Coca-Cola’s success is based on distinctive competence in clever marketing and distribution. That is something lesser brands lack, and they have trouble competing. But some may have distinctive competence in low cost production or numerous other factors. It is an error also for them to underestimate the value of their distinctive competences while becoming fixated on their competitors’.
Reference: Steps to Strategic Management by Rick Molz.