Fiddelke, who officially took charge of the struggling retailer on Sunday, put in a note on LinkedIn and on Target’s web site on Monday what his priorities are for his successor. Those include restoring Target’s leadership in affordable merchandise, making its stores and website easier and more user-friendly, more fully utilizing technology to improve the customer experience and operations, and “empowering” employees and “growing with the communities” where Target operates its stores.

While these types of CEO messages are usually aimed at employees to give them insight into a new leader’s strategy, it is clear that current events will not allow Fiddelke to continue in business.

the New York Times on Monday reported that demonstrations were held recently will be placed in about two dozen Target stores in Minnesota as well as other cities, including Chicago, Los Angeles, Philadelphia and New York. On Sunday, the American Federation of Teachers, which said its members own nearly 7 million shares through the pension funds in which they participate, called for Target to speak out against ICE. And on Monday, protesters at Target headquarters in Minneapolis demanded that the company take a stronger position against ICE. (A Target spokeswoman said Fiddelke’s note was intended to highlight his strategy to employees and partners, and that his priorities include employee safety.)

It’s easy to understand why Fiddelke, a 22-year Target veteran who was most recently its chief operating officer, would prefer to focus on revamping the retailer. Target trying to end a long period of useless sales and reverse market share loss such as WalmartTJ Maxx and Amazon. Net sales fell 1.5 percent last quarter and in October, Target was eliminated 1,800 corporate positions. Target has lost some of the merchandising magic that for years won it a loyal following.

Part of Target’s problems in the past few years has been customer anger over what many shoppers see as a 180-degree shift away from supporting diversity, equity and inclusion initiatives. In fact, many commentators on Fiddelke’s LinkedIn The post says Target’s return won’t happen if the ICE and DEI issues aren’t addressed. “If you want to lead with purpose, stop allowing ICE to stage your property in locations across Minnesota,” one person wrote. Another wrote: “Please bring DEI back to get your customers back!”

Target responded to the recent riots in Minneapolis and St. Paul, but as part of a message to 60 companies through the Minnesota Chamber of Commerce that called for “an immediate reduction in tensions.” Indeed, corporate America has come a long way shier in direct criticism of the US government than in 2020 during the social upheaval.

In his message, Fiddelke wrote that “in the coming weeks, my focus is simple: listen carefully, act with clarity and urgency, and lead with purpose.” Fiddelke is very comfortable talking broadly about regaining consumer trust—meaning offering the products they want at a good price. But now Target finds itself having to contend with customers who feel let down by the brand and what they think it stands for. Regaining that trust will be an even greater challenge.