Every so often, someone comes along and offers to buy your business or asks tantalizing questions to test your willingness to sell. My company, which places writers and editors and does editorial consulting, is now a little more than four years old. Someone approaches me at least once a year with an offer to buy it outright or merge my company with theirs.

The first time it happened, I was just short of stunned. I'll never forget it. I was sitting with some people from a large public-relations agency about eight months after launching my business, and they popped the question just as I was about to close a deal to provide their agency with writers.

That was the one question I hadn't prepared for. I never expected it. I took a deep breath, told them it was way too early in my entrepreneurial career to think about selling my business. Still -- not one to slam doors -- I told them I was flattered, and I would at least think about it.

I never took it further, but it got me thinking: What if a once-in-a-lifetime offer does come my way? Will I know how to respond? How do I find out how much my business is worth? How do I put a price on my four years of constant effort? With my company growing and the five-year milestone looming, I know I should start thinking seriously about valuing it. Yet, the thought of selling is wrenching. Why?

First, I've become very attached to what I've built. I never thought one could become so fond of a business. I guess it happens, though. I've even resisted parting with equity, though events in the past few weeks have changed my thinking on this.

My strategic partners, who own Invision, an Internet service provider and Web developer, just closed on a venture-capital deal that gave them an infusion of $1.5 million. They changed their name to Invision.com Inc. and immediately proceeded to make plans to hire 40 more staffers and launch an initial public offering within two years. Talk about an overnight change in situation.

Things move fast in the Internet lane. It was great seeing them go from a home-based five-person company to a midsize enterprise with close to 100 employees in four short years. The partners were flying for a few days. Then they started to come back to earth. "Now the real work begins," one of them said.

Someone has been after me for a year or so to take StaffWriters national. Just the thought energizes me. I'd have to part with substantial equity, of course. I couldn't handle development on that scale alone. I'd rather own part of a multimillion-dollar operation than 100% of a much smaller one.

To grow, you have to let go -- of your ways of doing things, your control of your staff, and even ownership of the baby you've nurtured for so many years. It's like being a parent: You can't cling to a child and expect it to fend for itself later.

George Giokas is the president and CEO of StaffWriters Plus, a specialty agency that places writers in temporary and permanent positions with corporate and other employers. It also provides editorial consulting work. His database includes 2,500 writers and editors specializing in more than 60 categories. His Web site is located at www.staffwriters.com, and you can E-mail him at george@staffwriters.com.