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CIO magazine is out with a new survey on how CIOs feel about their position. Here's the key paragraph.

"As the role of technology becomes undeniably more important within business, senior management has begun recognizing technology as central to innovation and competitive advantage. More coverage of CIOs' relationships with other executives That is the main result of an online survey of 175 CIOs from around the world by The Center for CIO Leadership, in collaboration with Harvard Business School and MIT Sloan Center for Information Systems Research (CISR). Harvard hosted the survey online and IBM's Center for CIO Leadership provided support for the research."

The CIOs think they have the coveted "seat at the table" that HR types like to whine about. But it was not always so.

When I began in business there were no CIOs. Back then there was someone with a title like "Director of Management Information Services." That someone usually reported to the Chief Financial Officer.

I may not have been paying attention, but I don't remember CIOs clamoring for a seat at the table. Quite the opposite.

What happened was that a few companies used more sophisticated information technology to gain a comparative advantage. Other companies noticed and started trolling the recruiting waters for people who understood both computers and business.

Those people were highly prized. They were handsomely compensated. Many received the then-grandiose title of "Chief Information Officer."

We wound up with CIOs because the resources they could master delivered comparative advantage. Some of the old MIS Directors made the transition. Others did not. A combination of well-placed terminations, lateral moves, and retirements gave us the situation we have today for the masters of information technology.

If HR is going to get that elusive "seat at the table" it will probably happen much the same way. A company or two or three will develop competitive advantage because of the way they master the acquisition, development, retention, and deployment of human resources. They will create work teams that feature high productivity and high morale.

Other companies, seeing their competitors getting ahead will adopt the same tactics. They will start trolling the recruiting waters for people who understand human resources and business. And over time, things will change.

There are some signs that we are at the beginning of a cycle like this. But, if you're a senior HR person now, I wouldn't start getting too excited. Remember how it worked with CIOs.

The majority of the people who became CIOs were not the older MIS directors. Instead, new people were brought in. And the change didn't happen fast. It took at least a generation.

One more thing. The exalted CIO position may not be permanent. Last December, Information Week reported on a survey of CIOs which seems to indicate that the tide may be starting to run the other way for them. That survey showed a decline in the number of CIOs reporting to the CEO and an increase in those reporting to the CFO. Just like old times.

It could be that there are a limited number of seats at that table.

Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.

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Wally Bock has helped people learn to be great bosses for more than a quarter century. His latest book, Performance Talk: The One-on-One Part of Leadership, makes learning key leadership principles almost effortless by teaching through a story and providing lists of resources for further growth.

Click here to find out more about Wally's coaching services.

For weekly tips and resources pointers, check our Wally Bock's Three Star Leadership Letter.

Click here to find out more about having Wally speak to your company or convention.