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A few weeks ago, you wouldn’t have placed Jeremy Lin on any list of the top people to learn from in business. (“Jeremy who?”) But now that he’s gone from New York Knicks benchwarmer to NBA behemoth, people — even, or maybe especially, business people — want to learn from him. No surprise: His success seems to offer so many lessons for those who believe they are being overlooked or who want to believe they could have a secret star on their staff.

Forbes’ Eric Jackson finds 10 Lin-sights (sorry!)  in the No. 3 most-shared story by LinkedIn’s 150 million members. Here’s the full list:

There are a few things we used to expect from managers and no longer can, according to the most-shared stories by LinkedIn’s 150 million-plus members.

No. 1: Managers used to be able to motivate by giving raises. (Better to motivate through clear goals and consistency, says Inc.) No. 2: Managers used to be able to set the course and expect people to follow. (Don’t even try it with the social media generation, says the Harvard Business Review.) No. 3: Managers used to provide people with … chairs.

First, some housekeeping: Every Wednesday night, we run the report on what stories were most shared by LinkedIn’s 135-plus million members. That means the news of Facebook’s coming IPO — announced Wednesday, Feb. 1 — had only one day to attempt to rocket to the top of our rankings. A Mashable story about the IPO came close, but didn’t have enough juice to unseat an infographic looking at the rise of Pinterest.

That’s fitting, actually, as the top two stories show how fluid the current business world is. Facebook is the giant today. But new platforms like Pinterest are popping up, rising and falling, and no business model can go long without finding itself at risk of being upended.  Here’s the list:

Ed. note: If you’ve read some of the recent coverage around Adam Lashinsky‘s recent comments on what makes Apple tick, you may want to check out the entire interview below. 

For large periods of my professional life, I worked at Fortune — as a writer, editor and then as editor of Fortune.com. One of the many great pleasures of the place was working with Adam Lashinsky, a seasoned writer and senior editor-at-large. Each day, he’d call from his office in San Francisco and we’d talk about the business world, office politics, which execs were headed up and which down. Or at least I’d think we were talking. I’d hang up only to realize that I had done all of the talking and Adam had done all of the asking and listening.