Free, tick-off checklists for managers and Scrum Masters. No sign-up, no email gate.
Most management advice arrives as a principle. You read it, you agree with it, and then Monday happens and you cannot remember what you were supposed to do differently. A checklist closes that gap. It turns a principle into a small number of things you can actually tick off before a conversation, a meeting or a decision.
The collections below are built for that moment. Each one covers a single situation a leader keeps landing in — the first week with a new team, a delegation conversation that keeps going wrong, a performance discussion you have been putting off — and gives you the handful of items worth checking before you walk in. They are short on purpose. A checklist that takes twenty minutes to read is a document, and documents do not get used under pressure.
Everything here is free to open, free to print and free to adapt for your own team. Nothing is gated behind a form.
A checklist is a working tool, not reading material. The difference shows up in when you open it.
Run the list in the five minutes before a one-on-one, a hiring debrief or a difficult conversation. Used afterwards it becomes a report card, which is far less useful than a prompt.
These lists are written for a general case. Your team has a context we do not know about. Cut the items that are noise for you — a shorter list you trust beats a complete list you skim.
The most valuable line on any checklist is the one you wrote yourself after getting it wrong once. Print the page, add it in the margin, and that becomes your version.
Once something is automatic it no longer needs a line. Checklists that only grow eventually stop being read. Pruning is part of using them well.
You were promoted for being good at the work, and now the work is different. The New Manager collection covers the first year, one situation at a time.
You hold accountability for effectiveness without holding authority. Checklists give you something concrete to bring to a conversation rather than a principle to argue about.
You are running teams while still close to the work. These lists help you notice the leadership items that quietly slide when delivery pressure rises.
Use them as workshop handouts or discussion starters. They are free to print and adapt for internal sessions.
Checklists earned their reputation in aviation and surgery, where the failure mode is rarely ignorance. Experienced people know what to do; under load they skip a step. Leadership has the same failure mode. Nobody forgets that feedback should be specific. They forget it in the moment, in a rushed conversation, with three other things on their mind.
What a checklist does is move a decision out of working memory. It also creates a small pause before acting, and that pause is where most of the value sits — the item you read and think "actually, not yet" is often the one that saves the week.
The limit is worth naming too. A checklist cannot supply judgement, and it will not tell you whether a person needs coaching or a different role. It can only make sure you are not deciding that question while distracted. Use it for the mechanics; keep the judgement for yourself.
Yes. Every checklist opens straight in the browser. There is no sign-up, no email gate and no download wall. You can tick items off on screen or print the page and work from paper.
They are drafted by the Agile Leadership Day India editorial team and reviewed by Sanjay Saini, a Professional Scrum Trainer licensed by Scrum.org who teaches Scrum Master, Product Owner and Agile Leadership courses. Every item is drawn from patterns seen in live classes and coaching engagements, not from a template.
Yes, for internal use with your own team. Print them, adapt the wording, drop items that do not apply to your context. Please do not republish them as your own content or resell them as part of a paid product.
No. The management checklists assume nothing beyond running a team. Where a checklist depends on a Scrum practice such as a Sprint Review or Retrospective, the item explains what the practice is for before asking you to act on it.
Collections are revised whenever the underlying practice changes or when readers tell us an item is unclear. Items that stopped being useful are removed rather than left in place, so a collection can get shorter as well as longer.
Agile Leadership Day India publishes practical guidance for managers and Scrum Masters — no theory for its own sake.
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