High performers in schools, workplaces, sports teams, or other organizations often possess valuable skills and knowledge that can help others improve. Organizations increasingly use mentorship programs to help transfer knowledge, improve performance, and support the development of less experienced individuals. Because high performers often have valuable insights and proven strategies for success, they are frequently viewed as ideal mentors for others seeking to improve. Supporters argue that high performers should be required to mentor others because it promotes collaboration, strengthens communities, and helps spread knowledge more effectively through the masses, believing successful individuals have a responsibility to contribute to the growth of those around them. Opposers, however, argue that mentoring should remain voluntary, as requiring it may place unfair demands on high performers, reducing their own productivity, leading to burnout, and ineffective results if participants are unwilling.