Agile promises adaptability, speed, and empowered teams. However, these benefits depend on trust. Trust is the critical enabler of effective Agile practices, particularly in Scrum, where decentralised decision-making, collaboration, and feedback loops require both cognitive trust (in competence and reliability) and affective trust (in emotional safety and shared purpose). Drawing from behavioural theory and organisational culture, the chapter examines how barriers, such as role ambiguity, legacy hierarchies, cultural misalignments, and knowledge hoarding, undermine these trust dynamics. It argues that Agile fails not because of flawed ceremonies, but because trust is absent, superficial, or unsustained. Through practical strategies and cultural insight, this chapter reframes trust as organisational infrastructure which is necessary for psychological safety, collaboration, and innovation. The chapter concludes by positioning trust as the foundation of true agility: without it, Agile degrades into superficial ritual; with it, teams unlock the adaptive potential Agile was designed to realise.